What Kind Of Demons Do Lions Have?

< p > when it comes to < a href= "http://www.91se91.com/news/index_f.asp" > leader < /a >, it is always rude, narcissistic, manic, depressed, merciless and paranoid.

These personality defects are linked together. Sometimes when we look at the pain of their attack, we can not help asking, will such a leader change? The answer is yes, but the premise is that they want to change! This article aims to find some ways to make those sick leaders change.

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< p > < strong > many leaders are like lions /strong < /p >

< p > Zen has a legend about lions, which tells us that lions fully believe that they have controlled the entire animal kingdom.

One day, it decided to check whether all animals knew it was the king of the jungle.

He is very confident in his status, so he decided not to talk with small animals.

Instead, it went straight to the bear.

"Who is the king of the jungle?" asked the lion.

The bear replied, "of course you are the only one, sir."

The lion roared with approval.

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< p > it continues to walk and meets tiger.

It asked the animal with stripes on its body, "who is the king of the jungle?" the tiger quickly replied, "we all know that you are king."

The lion gave a pleasant roar again.

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< p > the next animal on the list is an elephant.

It caught up with this huge beast by the river and asked him the same question: "who is the king of the jungle?" the elephant lifted its nose like a horn, and caught the lion, threw it into the air, and fell to the tree.

After a while, he took the lion from the tree and fell fiercely on the ground. Then he lifted it again and threw it into the river.

When the big cat was gasping for breath, the elephant pulled it out, dragged it back and forth in the mud, and wrapped it up with some shrubs.

Now the lion is dirty and full of wounds, struggling to get up.

He looked at the elephant sadly and said, "look, even if you don't know what the answer is, you shouldn't be so careful."

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< p > many leaders are like lions.

They are not good at listening and careful observation, and testing facts is not their strong points.

On the contrary, driven by narcissism, they create their own facts and only see the facts they want to see.

Besides, they are not willing to change.

As jungle legend shows, change is neither a simple process nor a comfortable process.

The usual pattern of no learning is bound to cause anxiety.

Like lions, many executives insist on their own logic or logic, similar to the logic of others.

They do not make any effort to change, but maintain the status quo, even if they will eventually be dragged in the mud.

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< p > unfortunately, they seldom act alone.

When the executive insists on the status quo (even if it has no utility), it has a wide range of influence.

The higher the executive level, the greater the potential consequences will be.

In view of the power of leaders, their personal dysfunction will become a dysfunction of the whole organization.

The results include collusive interaction, unrealistic organizational aspirations, harmful corporate culture, neurotic organizations, erroneous decision-making patterns, motivational problems, organizational alienation and higher employee turnover.

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< p > < strong > why ride a dead horse? < /strong > /p >

< p > but is it so easy to change? If change is easy, there will be no allusion to riding a dead horse.

Many < a href= "http://www.91se91.com/news/index_c.asp" > executive /a /a really want to be the above described people, but they are constantly shifting their trajectory because of human shortcomings - imperfect personality.

They want to focus on the competitive situation but become paranoid. They want to benefit from the wisdom of others but are drowned in a dependent swamp; and so on.

They continue to do the same destructive things as they say.

Obviously, they did not know the old saying of the Sioux Indians: "when you find yourself riding a dead horse, the best strategy is to dismount."

And they seem to think that they can revive dead horses.

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< p > then, how should leaders of the company grasp the change process? What should they do to make themselves accept changes so as to better motivate and support their employees? How can they make the company a better workplace? In brief, how can the executive become a better leader? < /p >

< p > better self consciousness is only the first step to an efficient leader.

If leaders want to recreate or renew themselves, they have to see their hearts; they must explore their inner theatre.

As Socrates said, "muddleheaded life is not worth living."

Therefore, if you want to change, you will be willing to explore yourself.

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< p > but this intention is only the beginning.

Let's take a look at the process of change and see what we need to pay.

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< p > when we try to understand the complicated process of change, if we regard human behavior as a combination of power triangles, it will help: cognition, emotion and behavior.

This triangle force field determines the drama in our inner theater.

This play involves all elements of the psychological life triangle, and responds to the incentive demand system as the basis of choice.

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< p > to take this basic psychological life triangle, including the link between cognition, emotion and behavior, as our starting point, we find that in order to achieve success, any change that one has to make must swing on both sides of cognition and emotion; in other words, if we want to change our behavior, we must start with the change of mind and heart.

Emotion and cognition are neck and neck; they are inseparable in all things, including decisions.

Although some people want to know what changes can bring to them in pursuit of change, only cognition is not enough; this person must be touched emotionally.

The three legs of the triangle of psychological life are closely linked.

The leader can change the project and write it down quickly! < /p >

< p > < strong > use your head to hit the wall < /strong > < /p >.

< p > at the very beginning, my role is an educator and consultant. When I talk about changing the theme of "a href=" http://fz.sjfzxm.com/ "/a", I naturally choose what we call the lecture mode.

I organized a lengthy speech, explaining to the executives why and where they would make wrong decisions, why their organizations could operate poorly, and what changes they should make and how they should change.

I use all known kinds of logic to explain why they can not continue to do things in a customary way.

Although I may be right from a rational point of view, I soon discovered that my intervention did not bring much effect.

Most of the executives I contacted were just responding to my advice orally, but still doing things according to the old rules.

Finally, as I kept on hitting the wall, I realized that I had to find a different angle.

I have to deal with these people in another way to help them change themselves and their organization.

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< p > one of the participants in my intensive leadership seminar helped me find a new way.

The executive is Chet Parker, who has received a lot of feedback from another participant and colleague. He used a defensive mechanism of distance to maintain his emotional apathy in difficult situations.

We must note that when stress is present, Chet will retreat and refuse to respond, which will have a negative impact on the decision-making process of the organization.

This question is very striking. I am sure he has heard some similar comments in the past.

In other words, at the cognitive level, he must be aware of this problem.

But it is clearly not enough to know that this problem exists in my mind.

He must also feel deeply in his heart.

Obviously, it is necessary to use extra means to help him change his way of dealing with interpersonal relationships and enable him to execute decisions more effectively.

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