6 Beliefs That Can Impact Your Performance
By Jonathan Farrington
Performance has many components: For example, activities and abilities are typically what many organizations focus on. Yet beneath the surface, our beliefs about ourselves, our customers, or our job can either help or hinder our performance. You may have heard the expression, “Whatever you believe you can do, you will and whatever you believe you can’t do, you won’t.” It’s as if our beliefs (which are unique to us all) become a self-fulfilling prophecy. Our beliefs can act as huge barriers that stop us giving 100 percent to something.
Here are six beliefs that can have a positive impact on your performance.
1. Every Individual is unique and their perceptions are true to them.
Because we each absorb two million pieces of information unconsciously and can only process around seven chunks consciously, we each have our own unique perception of the world around us. If everyone reading this was asked to explain beliefs, each individual would give a different explanation.
So who’s right? Everyone is right because your perceptions are true for you. That’s why the more respect we have for every other individual and the more we seek to understand the viewpoints of others, the richer our communication becomes. Respecting the opinions of others doesn’t necessarily mean that we have to agree with them, we just have to acknowledge that every individual’s reality is the one based on their own unique perceptions.
2. Communication is successful, only if it achieves desired results.
It doesn’t matter if you think you’ve communicated well or if you think you’ve been crystal clear, what matters is that your communication is received and acted upon in the manner you wanted.
How many times have you said something to another person who has totally misinterpreted what you meant? Equally, sometimes we are on the receiving end of communication that makes us feel inadequate. If we can look beyond the communication and try to see a positive intention behind another person’s behavior, then our relationships and interactions with people become more constructive and empowering.
When we communicate with people and if they are not getting our point, then the responsibility is ours to adapt our approach until they do. For example, if we have communicated a price increase and the reasons for that price increase, and our customers have not understood those reasons, the responsibility for this miscommunication lies with us. Therefore we can only judge the success of what we have communicated based on the reactions we get from other people.
3. Resistance from another person usually signals a lack of rapport.
Rapport is a vital ingredient when developing relationships because it builds trust and allows communication to flow. When that state of rapport is there, communication is a lot easier even if you don’t agree with the other person. When we don’t feel that rapport or connection we have a tendency to ‘nit-pick’ or find fault.
Customers respond to people they perceive understand their position and are on the same wavelength. If we are encountering lots of resistance from a prospect or a customer, then it helps us to notice that we haven’t built sufficient rapport. Even if our prospect doesn’t agree with what we are saying, rapport enables us to have an open discussion where we can get an honest reason for their reaction rather than a prickly brick wall.