By analysis you can’t change behaviour. But what can you do instead?

The analysing behaviour of managers has a negative influence on the speed of cultural and behavioural change. Managers have the habit of analysing behaviour and emotions frequently. To analyse can be very useful for business aspects. However, when it comes to change in culture and behaviour, analysis is often not effective. Too much analysing of behaviour and emotions can prevent that someone gets the right mindset.

A mindset is your automatic way of thinking, acting and experiencing. Too many managers are unaware that too much analysis about culture, behaviour and emotion prevents that staff reach the right mindset.
By less analysing and by more focus on bringing people in the right mindset, managers can organise faster behavioural change.

Internal leader versus follower

In brain-based leadership, there are two crucial mindsets: The mindset of the internal leader and the mindset of the follower. The mindset of the internal leader is the mindset in which you are not led. You are at the helm yourself. You need this mindset to act proactively and consciously. For a behavioural change, you need to be proactive and aware. In addition to the mindset of the internal leader, you also have the mindset of the follower. If you are in this mindset, you respond to situations. You are primarily a follower of the case. A person in the follower’s mindset will automatically repeat the old behaviour. A follower follows his brain, and an internal leader manages his brain.

Two analytical habits

There are two analytical habits about behaviour and emotions that frequently occurs among managers and professionals:
1. One analyses observable ineffective behaviour
2. One extensively discusses the cause of negative emotions

One analyses observable ineffective behaviour

People and so do managers, love to discuss visible behaviour. I can understand that because lots of managers have analytical educations.
By the neuroleadership, we do know lots about the brain. Therefore we know we do not have to analyse behaviour.
You can better start to use this knowledge of how the brain works. Too much analysis about the cause of the visible ineffective behaviour will have the result that people stay stuck in the behaviour instead of standing above it. The brain is too much in control instead of the internal leader.

One extensively discusses the cause of negative emotions

Negative emotions can be an essential source of our behaviour. We call them negative because often they give a negative result. Anger, disappointment or hopelessness are examples of negative emotions. These emotions are powerful in us. We can see that as well in the brain. An angry brain will take care of that in the brain in a certain sense, and everything is colored by anger. This colouring has a powerful effect on the view and actions. If people also talk about the emotions, the emotion get even more power! The emotion takes over. One stays a follower. It is better to recognise the emotion and to learn how to deal with this emotion. Emotions are signals. By learning to manage the brain, one can learn to deal with emotions better; one can learn to recognise it and use it effectively.

Finally

Many managers have a habit of analysing behaviour and emotion. They should stop analysing and start getting the other person in the internal leader.