The fourth principle of Advance Change Theory (ACT) is a tough one. As purposeful actors trying to change others through changing ourselves, we begin our inward journey confronting our integrity gaps by clarifying our values and struggling to align our behavior with those values. To continue down this path, we have to reach the place where we are willing to do what is right for the shared purpose instead of what is expedient or popular.
To practice ACT, individuals must be able to go against the status quo, freeing the self from external sanctions while pursuing an internalized vision. The freedom to live in the present increases the capacity to feel the real needs of others. (p. 152).
The shared purpose is what really matters to us. It is the only thing that merits our loyalty. When we meet other purposeful actors, we care about what they think because what they think matters.
We are going to run into a LOT of egocentric folks at work that care about purpose only to the extent that it furthers their own agenda. As leaders, we cannot relieve ourselves of the responsibility of caring about these folks, but what they think about us simply does not matter.
I find it exhilarating to care about what matters and liberating to stop caring about what does not. But even the selfish folks reach this point. Keep your eye on the purpose – it is true north on your compass of transformational change.
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Bret..especially enjoyed this post as I reflected on business leaders I respected and subordinates who exhibited the “ego centric” traits you described. You articulated what I observed but wasn’t able to put in words which of course made managing these characters more difficult. Thanks
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Very glad to hear we are on the same page, Shane, but I’m not surprised. Thanks for checking in and providing feedback! Bret
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Bret, oh how hard it is to stay true to the purpose when senior management has lost focus! I think it is doubly important for middle managers like myself to stay true to the purpose and lead by example. The rank and file see our actions/behaviors much more clearly than they see the actions/behaviors of senior management.
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Bret L. Simmons Reply:
December 15th, 2009 at 12:27 pm
I hear you, Sharon. Nothing we can do about them. But you are so right that you in the middle are the heart and soul as well as the hope for the future. See the big picture – someday YOU will be at the helm
Thanks! Bret
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Hope I’m not too late to this party — happy new year! Wow, I listened to this one three times.
As a leadership development professional, I’m going to spend time this new year thinking about what my role is in enabling both myself and leaders to remain purpose-driven in the face of sometimes overwhelming ego-driven culture. My first thoughts are that the LD strategy and supporting systems have to support this behavior — if culture is who gets hired, fired and promoted, how do I help create systems where purpose-driven individuals get hired and promoted?
Good thoughts for the new year, thank you Bret.
–Kristy
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Bret L. Simmons Reply:
January 1st, 2010 at 11:59 am
Happy new year to you too, Kristy! You have to be purpose driven regardless of the system structure you find yourself in, but if you are in a position to affect structure, then you are corrrect that a good system helps. If you hire and promote egocentric folks, it sends the wrong signal. Great points – Thanks! Bret
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