Dancing to the Same Rhythm: Leadership Through Understanding, Empathy, & Influence

When it comes to achieving something truly significant in our complex and interconnected world, it's all about the relationships we build with others. No one can expect to reach the height of success all on their own. That's where the power of human cooperation comes into play – it's a beautiful dance of collaboration, teamwork, and shared ambition.

The Evolution of Leadership

Have you ever noticed those people who have that natural charm? They have this innate ability to inspire others and rally them behind a cause. Their presence alone creates this magnetic force that captures people's attention, persuades the undecided, and even turns opponents into allies. It's pretty amazing to witness.

Fred Rogers, more famously known as Mr. Rogers from "Mr. Rogers' Neighborhood" wasn't your typical business mogul or tech pioneer, but this man sure knew how to draw people in. Fred had a way of talking - whether it was to children or adults - that made you feel like you were the most important person in the world.

He had a knack for understanding and communicating, which is an integral part of leadership and persuasion. He didn't use any fancy jargon or executive power moves. He used genuine care, empathy, and respect to connect with people.

One thing that stands out about his approach is that he believed in the power of learning from others. He once said, "The greatest gift you ever give is your honest self." That means he was all about authenticity and about learning from everyone around him. In his neighborhood, every person, every idea, every story had value. Persuasion doesn't always have to be about being the loudest voice in the room; sometimes, it's about being the most understanding one.

Back in the day, bosses used to get things done by simply pulling the authority card. They'd flex their big titles, expecting everyone to toe the line just because they were the top dog in the company. It was all about who sat in the corner office and who didn't. 

Today, we're living in a different world. We have cross-functional teams, joint ventures, and all kinds of partnerships that have shaken up the corporate ladder. Everyone's playing on the same field now, and the lines between who is the boss and who's not have gotten a whole lot fuzzier.

You can't just walk in with your fancy title and expect everyone to fall in line. It's just not going to fly. People want to feel valued, heard, and respected. 

The old "do as I say because I'm the boss" routine is seen as pretty demeaning these days. Instead, it's all about collaboration and teamwork. It's about understanding that great ideas can come from anywhere, not just from the folks in the boardroom. This new way of doing things means leaders need more than just a big title to earn respect and get things done - they need to be genuinely open, engaging, and, most importantly, persuasive. 

The Science of Persuasion & The Role of Empathy

The name of the game now is soft skills, things like persuasion and influence. It's all about winning hearts and minds and getting folks to see things your way. Robert Cialdini, who wrote the book—literally—on the science of persuasion, called "Influence: The Psychology of Persuasion," and it's all about understanding how to get people on board with your ideas. Cialdini came up with six principles of persuasion: reciprocity, scarcity, authority, consistency, liking, and consensus. 

At its core, persuasion is all about understanding human behavior and what drives us to do the things we do. We tend to return favors (reciprocity), want more of things there are less of (scarcity), follow people who seem like they know what they're doing (authority), stick with what we've been doing before (consistency), say yes to people we like (liking), and do what the crowd is doing (consensus). These principles aren't just high-brow theories, they're grounded in our everyday human experiences. Mastering them isn't just a good idea for any leader - it's essential for making an impact and is an art form worth learning.

One of the most potent tools in the persuasion arsenal, as emphasized by Cialdini and other researchers, is the practice of understanding and empathizing with others. The simple act of getting someone and genuinely relating to their experiences can go a long way in winning them over. You might think back to a time when someone totally got you. They really dug into your experiences, felt your feelings, and didn't judge or make it about them. Likely you felt safe and heard, and that made you more open to what that person had to say or suggest. That is the power of understanding and empathy. It's not just some coach's ramblings - it's a proven and powerful tool that can help us win hearts and sway minds. 

When I was in high school, I had a teacher named Mr. Walch. Mr. Walch wasn't your run-of-the-mill teacher. No, he was something special. He listened, I mean, really listened. I had dreams of standing in the spotlight on Broadway or being in a blockbuster movie. He didn't brush them off as teenage fantasies. No, he gave them a nod, lent his support, and treated me as if my dreams were possible. And it wasn't just talk; you could see in his eyes that he genuinely believed in me. Because of that, he didn't just teach us how to act; he also shaped how we saw the world and ourselves. He showed me, and many others, how powerful it can be when someone truly understands you and believes in your dreams and aspirations. That kind of understanding sticks with you and shapes your life in ways you couldn't imagine. 

Let's switch gears a bit and dive into the science behind all this. When we feel understood, when we feel truly seen and respected by someone, it creates this beautiful sense of safety. And that safety is like a magic key, opening doors to cooperation and collaboration. Our need for social connection, this craving for validation, it's etched into our very biology. 

The amygdala, nestled in the center of our 'mammalian brain' is like a social radar, picking up cues from others and helping us react. It's part of a larger network called the limbic system, which - and here's the kicker - operates as an open-loop system. This means that our amygdala brains are counting on others to help regulate our moods and physical states.

Without social interaction, we're in for a world of hurt. We saw this firsthand during those bleak lockdown months in 2020 and 2021 - people isolated from their social circles, suffering physically and mentally.

So, if we want to get others on board with our vision, if we want to inspire and motivate, we have to break into that open-loop system. And how do we do that? By creating an atmosphere of safety and trust, showing genuine understanding and care. When people feel seen, heard and known, when they feel acknowledged and valued, they let down their walls and become more open to influence. That is where the magic happens.

Leadership is not about taking the stage solo. Instead, it's about engaging in a well-coordinated dance with the team members, just like a skilled dancer would with their partner on the dance floor. If you've ever watched a couple dancing, you know that it's not just about the mechanical execution of steps. It's about harmony, flow, rhythm, and a shared understanding. The leader, much like the leading dancer, doesn't just decide on a whim to swing their partner around. That would not only be jarring but could even feel aggressive or off-putting.

Imagine walking onto the dance floor, not knowing your partner or the tune. If you immediately tried to execute fast twirls, your partner would likely be confused, or worse, stumble. A good dancer knows the value of understanding their partner's style and rhythm before attempting to guide the dance. They take a moment to listen to the music, feel the rhythm, look into their partner's eyes, and sense their energy. They try to establish a mutual rhythm, a common beat that allows for the dance to flow smoothly.

That's precisely how effective leadership works. Before jumping into assigning tasks or pushing for results, great leaders take the time to understand their team. They listen to their concerns, learn their strengths, appreciate their aspirations, and respect their ideas. Once this rapport is built, the leader and the team are in sync, like dance partners moving gracefully across the floor. The leader can now guide and influence, with the confidence that the team trusts them and is ready to follow their lead. Each step taken together is seamless, each decision made together feels natural. There's a flow to the work, and everyone moves to the same rhythm.

Understanding, Mindfulness, and Empathy

In the quest to establish rapport and create a harmonious work environment, it's important to clarify one point: you don't need to know the ins and outs of a person's life history. We're not aiming for a deep psychoanalytical understanding of everyone on the team. Instead, the kind of understanding that's needed here is more in tune with the principles of mindfulness.

When we think about mindfulness, we often imagine meditation sessions, serene environments, and a sense of inner peace. While all these are indeed facets of mindfulness, at its core, mindfulness is about being fully present in the moment. It's about paying attention intentionally, non-judgmentally, and with an open and curious mind. It's a simple yet powerful practice that can transform not just individual lives but also the way teams function in a workplace.

When it comes to leadership, think of mindfulness as a superpower. As a mindful leader, you approach every interaction with your team with a spirit of openness and curiosity. You're not just hearing words; you're actively listening, seeking to understand the context, the emotions, and the unspoken thoughts that lie beneath the surface.

Instead of jumping to conclusions or making assumptions, you're asking questions, you're showing genuine interest, and you're valuing the other person's perspective. This is not about prying into personal matters or micromanaging. It's about giving your full attention, showing empathy, and validating their experiences and ideas.

And guess what happens when people feel seen and heard in this way? They begin to trust. They feel safer to voice their ideas, share their concerns, and contribute their best efforts. They're more likely to buy into your vision and follow your lead.

But there's more. Mindfulness is not a one-way street. As you cultivate this open, curious, and compassionate attention towards your team, you're also fostering self-awareness. You become more attuned to your own thought patterns, emotions, and biases. You can better regulate your responses and make more thoughtful, empathetic decisions. In other words, you become a more effective, inspiring leader.

This method of attentive interaction and understanding becomes a springboard for empathy, a critical leadership skill that's often misunderstood or underrated. The term 'empathy' finds its roots in the Greek language, with '-em' denoting 'in' and 'pathos' representing 'feeling.' When we break it down, empathy is essentially about stepping into another person's shoes, feeling their experiences as if they were our own.

Empathy doesn't mean losing ourselves in another person's experience or being swept away by their emotions. It's not about taking on their feelings as our own, but understanding and respecting their unique perspective. It's like stepping into their world while staying firmly grounded in our own. In this way, we keep our emotional boundaries intact even as we widen our understanding of the diverse experiences and emotions around us.

When we empathize, something extraordinary happens. Our sense of self starts to expand, growing beyond the boundaries of our own individual experiences to include others. It's as if our world gets a little bit larger, a little bit richer with every empathetic connection we make. Empathy allows us to transcend the limits of our personal perspective and embrace a broader, more inclusive understanding of the world.

And what does this mean in the context of leadership? When we genuinely empathize with our team members, we're not just validating their experiences—we're also signaling to them that they are seen, heard, and valued. We're building trust and strengthening our relationship with them, which naturally paves the way for better cooperation and collaboration. We're creating a shared understanding, a shared rhythm that allows us to work together more harmoniously and effectively.

More importantly, as we cultivate empathy, we're also developing our own capacity for influence. After all, influence is not about imposing our will on others; it's about understanding their needs and concerns, aligning our goals with theirs, and inspiring them to join us in our journey.

The beauty of empathy goes beyond forging connections. It creates a powerful sense of shared purpose that becomes the bedrock for collaboration. When people feel understood and valued, they're not just more willing to collaborate—they're more likely to bring their full selves to the table, contributing their ideas, their creativity, and their energy towards achieving common goals.

When we're all moving to the same beat, when we're all tuned into the same rhythm, we can co-create something that's far greater than the sum of its parts. We can transcend our individual limitations and achieve extraordinary things together. But establishing this shared rhythm doesn't just happen overnight. It requires us, as leaders, to invest time and effort in understanding our team members, empathizing with their experiences, and validating their perspectives. It demands that we cultivate a leadership style that values inclusivity, promotes dialogue, and encourages mutual respect. It calls for us to embody empathy, not just as a personal trait, but as a leadership philosophy.

Summary:

• Leadership is less about authority, more about empathy and understanding.

• Successful influence is grounded in authenticity, rapport, and shared purpose.

• In a harmonious team, everyone dances to the same rhythm.

The Many Masks of Personality

The word "personality" comes from the Latin word "persona," which means "mask." In ancient Rome, actors wore masks to portray different characters in plays. The word "persona" has come to refer to our roles in life and the various masks we wear to present ourselves to the world. The concept of personality has evolved, but at its core, it refers to a performance. The mask is just one of the many roles we play; we wear many throughout our lives. If you track yourself over days or weeks, you'll see that your personality shifts from one situation to the next. 

As a child, my mom would become so angry with us, but then she'd switch characters as soon as the phone rang. She'd become cheerful, friendly, and open, almost like she had two different personalities. I used to call her two-faced because of this.

If you look closely, you'll see that we all wear different masks in different situations. We present ourselves one way in the board room, and in the bedroom, we might be completely different. This is a natural part of human behavior. It doesn't necessarily mean that we are insincere or dishonest when we adjust our behavior to fit the expectations of a particular situation or achieve a specific goal. However, it's also important to be authentic rather than trying to be someone we're not.

Now, the question is, where does our personality come from? Why are some people skeptical and others open-minded, for example? The answer is that our upbringing and life experiences significantly shape our views on life, which can influence our beliefs and assumptions and ultimately shape our personalities. The development of our character is a dynamic process that begins in childhood and continues throughout our lifespan, and a range of biological, psychological, and social factors influences it.

Childhood and Personality Development

As we can see in children, character and personality are not fixed and can be influenced by life experiences. Children have a diverse range of character traits at the start of their lives because they struggle to regulate their emotions. As we can see in children, character and personality are not fixed and can be influenced by life experiences. Children start with a diverse range of character traits and may have trouble regulating emotions.

For example, we may quickly shift from one mask to another and have trouble managing our reactions to different situations. Imagine a child playing with their toys and having a great time. Suddenly, another child takes one of their toys, and the first child becomes angry and upset, expressing frustration and disappointment through crying and tantrums. However, once the other child returns the toy, the first child calms down and becomes happy and content again. This example demonstrates how our environment and experiences influence our character and personality.

Our brains are still developing, and this can affect our ability to regulate our emotions and make good decisions. The prefrontal cortex, which is responsible for decision-making, problem-solving, and impulse control, is still in the process of maturation, which can last up to 27 years.

As the prefrontal cortex matures, we become more attuned to social cues and learn how to behave in different situations. This process plays a significant role in shaping our character and personality. We might learn explicit norms, such as being kind and apologizing when we hurt someone's feelings and implicit ones, like maintaining eye contact and using appropriate body language. These norms help us understand and navigate our environment and significantly impact the formation of our personality.

Our parents' behavior and values can also shape our character. For example, if our parents were open about their emotions, we might learn that it is okay to trust certain people and express our feelings. On the other hand, if our parents consistently avoided or downplayed difficult or painful topics, we might internalize the message that it is not okay to express ourselves. If our parents placed a high value on external validation and the opinions of others, we might internalize the belief that our worth depends on how we are perceived by others. Self-esteem issues might lead us to seek approval and validation from others and feel anxious or insecure if we cannot meet their expectations or live up to their standards.

Navigating Peer Pressure and Identity Formation

Changes in hormone levels during puberty can affect our personality development in several ways. We may become more sensitive to stress and more prone to conflict. Additionally, changes in hormone levels can affect our sex drive and desire for physical intimacy, which can impact our romantic relationships.

One of the key developmental tasks of adolescence is forming a sense of self. During this time, we may feel pressure to fit in and seek approval from our peers. The need to conform can lead us to adopt certain social norms and engage in certain activities or hobbies to be considered "popular." We may also feel pressure to conform to certain standards of behavior or attitudes to be accepted by certain groups. Establishing a sense of identity often involves testing the limits of our autonomy and independence. We may even engage in risky or unhealthy behaviors to be seen as "edgy" or "cool."

Forming Friendships and Making Choices in the 20s

As we transition into our early 20s, we may face new interpersonal challenges, particularly as we learn to navigate the complexities of adult life, including entering the workplace. Some of us may start our careers at this stage, while others may continue our education or explore other paths. 

Entering the workplace can contribute to forming our personality through challenges such as learning new social norms and expectations, building professional relationships, and finding a balance between work and personal life. These challenges may also intersect with other interpersonal challenges, such as building independence from family and friends, establishing and maintaining close relationships, and managing and expressing emotions.

During this period, we may be more inclined to take risks and seek out new experiences. This may be due, in part, to the development of the prefrontal cortex, which is involved in decision-making and impulse control. As it develops, it is thought to play a role in our increased tendency to take risks and seek new experiences.

In these years, we might form friendships focused around drug or alcohol use, extreme sports or other dangerous activities, or perhaps engage in risky sexual relationships. However, not all people in their 20s engage in hazardous activities. 

The Late 20s Crisis

Then our personality goes through a major overhaul. Between 27 and 30, we go through a major transition from young adulthood to full adulthood. We may take on new challenges and responsibilities during this period, such as starting a career, getting married, or having children. These experiences send us into a crisis that forces our personalities into a process of refinement and solidification. 

While the relationship between brain development and personality is complex and not fully understood, it is thought that the maturation of the prefrontal cortex may contribute to an increased ability to make sound decisions, plan for the future, and regulate emotions. Additionally, the limbic system, which is involved in emotional processing and regulation, continues to mature and become more efficient during this time, leading to an increased ability to manage and express emotions in a healthy way. 

John was once very ambitious, always striving for promotions and willing to take on any responsibility that came his way. However, when he was promoted to SVP at a FinTech company and became a father at the same time, the pressure became too much for him. He began experiencing panic attacks and struggled to manage his responsibilities at work and home, leading to a leave of absence. With the help of coaching, John learned to slow down, become present, and prioritize what was important in his life. He also practiced gratitude and meditation, which helped him feel more confident when he returned to work. As a result of these changes, John became more emotionally relatable to his colleagues and less driven to constantly seek out the next milestone. Instead, he became more present and focused at work and with his family.

As we enter our late 20s, it's common to experience a crisis that prompts us to reassess what we value and the qualities of character we want to embody moving forward. The development of our brain during this time may force us to realize that our choices in our early 20s may not align with our desired future or the goals we truly care about. As a result, we may decide to shed personality traits that don't align with the lives we hope to lead.

The Importance of Resilience in Personality Development

After the prefrontal cortex makes its final maturation at 27 years old, the personality continues to develop and change throughout our lifetime. Life experiences, such as relationships, education, career, and other personal and professional challenges, continue to shape and influence our personality. Some studies suggest that personality can continue to evolve and change throughout our lifetime, even in old age, as long as we are open to new experiences and continue to learn and grow. 

Research shows that resilience, our ability to adapt and recover from adversity, is a key factor that allows us to continue evolving. It is often developed through experiencing challenges such as depression, isolation, loss, trauma, failure, or change. By exploring tools that help us work through and ultimately grow from adversity, such as meditation, art, dance, writing, or seeking support from others, we can gain a deeper understanding of ourselves and the world around us. Our adversity can then be a gift rather than a curse, a necessary catalyst that helps us become more self-accepting, open-minded, empathetic, and well-rounded.

I have some amazing friends and family in their 70s and 80s who have been dancers and artists. They have sought various therapies and philosophies. They've done yoga and meditation. They've experimented with psychedelics, traveled, stayed connected to friends and family, and remained creative. Their personalities remain open and receptive. I can share my wacky ideas and all the things I am exploring with them, and rather than scorning me, I'm met with wonder and curiosity.

Then there are those in my life who have become closed off, stuck in their ways and find it hard to relate. If we don't actively work through the adversity that comes our way, our personalities may become rigid. Some research suggests that the brain's ability to adapt and change may decline with age, potentially leading to the development of more inflexible personality traits.  

My godmother, who I adore, has always been very perfectionistic. She never learned to work with this personality trait. She meditated and was involved in a Tibetan Buddhist meditation group, but I always sensed that she was using her spiritual practice to enhance her perfectionism. She never used to shine a light on the pain and trauma in her childhood that spawned it. 

As she's approaching 80, she's taking care of my godfather, who has a brain disease like ALS. He is experiencing symptoms such as memory loss, difficulty with thinking and problem-solving, visual hallucinations, movement problems, and sleep disorders. As she cares for him, her perfectionism has become so acute that she lives with constant anxiety. The pressure she puts on herself to ensure he is well cared for provokes severe insomnia. She's become impossible to be with. She nitpicks at her friends' flaws. This situation with her husband is so difficult because she never addressed her perfectionism, and now that mask is the only one she knows how to wear.  

If we don't continue to develop new tools and skills to help us overcome life's inevitable obstacles, our personalities tend to become inflexible and resistant to change. By avoiding adversity or rejecting novel ways of thinking or being, we may miss out on opportunities to continue to grow and evolve as individuals. This stagnation may lead to a decline in our personality, causing us to become less adaptable and resilient, making it more difficult to handle future challenges and changes. As a result, our character may become less open-minded and less able to empathize with others.

However, by recognizing the complexity of personality and the various masks we wear, we can approach these masks with a sense of playfulness and flexibility. By bringing awareness to the roles we play and the masks we wear, we can make more authentic choices about who we want to be in a given moment and explore different aspects of ourselves. Understanding our essential nature as the true face behind the mask allows us to be more open to being authentic in our interactions with others.

Summary:

1. Personality is the mask we wear to present ourselves to the world.

2. Our upbringing and life experiences shape our personalities.

3. Personality is a dynamic process that changes throughout our lifetime.

Sharing Words of Appreciation

A client has recently begun asking her boyfriend to tell her that he loves her.  When she introduced this idea of requesting that he verbally appreciate her, he responded: "I'm with you, aren't I?  If I wasn't with you, I wouldn't love you.  Isn't that enough?"

No, that's not enough. The honest truth is that we need to know that we are cherished.  We need to know that we're treasured by those people around us.  I'm about to get a puppy, and so I've been doing all sorts of reading about how to train and interact with her. What's clear to me is that we're a whole lot like puppies.  While we don't thrive from being rewarded with kibble, we do thrive when our essence is recognized.

Open-Hearted Seeing

Our essence is who we essentially are at the depth of our being.  Merriam-Webster defines essence as " the individual, real, or ultimate nature of a thing." When we value another's essence, we're not just acknowledging the qualities of an individual that are unique to that individual, we're acknowledging who they elementally are to us in that moment.

To detect essence, requires a quality of open-hearted seeing.  We need to be able to look with appreciative eyes. Noticing essence is distinct from noticing something that that person has done or that they have.  Being appreciated for doing a job well-done feels good.  Being acknowledged for who we are essentially feels amazing!

I See You

So my client showed him how she wanted to be acknowledged.  So often we ask our significant others to just guess how we want it.  We ask them to be mind readers, to just know.  Most of us need to be taught this.  As advanced as our culture is scientifically, we have some catching up to do when it comes to emotional intelligent behavior.  

In order to show him, she looked at him for a second or two, connected with his essence and said, "You are a deep, sensitive, and sexy man."  When she did, she said that she saw him melt, that all of his defenses came down.

Why?  Because he was seen.  When we share our appreciation for  another, we're basically saying, "I see you, and I love what I see."  So rarely do each of us have the experience of truly being seen or known.  When it happens, it's like a healing balm.  Truly being known, being seen, is what each of us longs for.

Creating Connectedness

Once people learn how to acknowledge, they start to see how powerful it is.  It's powerful because it creates a sense of connectedness.  People around us feel connected to us when they know that they are seen.  And when they do, their best comes out.  But there's a timing to it. I know people who acknowledge so much that it loses its potency.

In addition, there are times when it should and should not be used.  The bottom line is that it has to come from an authentic place.  We all can sense an authentic boiling up of love, care, or affinity for another.  It's in those moments when we feel or sense that that acknowledgement can and does create connection.  When it's used in the form of manipulation, it feels saccharine and manipulative.

And there are recipients, who no matter how authentic our words of appreciation are, have a hard time receiving.  Some people just have a hard time being admired.  To receive words of appreciation are seen as prideful.  When that's the case, no matter how authentic our words, they will never land.

Each of us must develop the capacity to express our care for one another.  It has to come from an authentic place.  And, at the same time, that care must be backed with acts that represent that care.  The two have to occur, not necessarily simultaneously, but without action, words are just that, words.  When our word and action are one and the same, our expressions of love and care for one another are powerful and transformative for all to see.  The very few relationships that I've seen that express a depth of caring consistently marry both words and deeds.  At the heart of their expression is care.

The Basics: How to Share Appreciation

1. Start to pay attention to those moments when you sense love, care, or affinity for another. That's often the best time to acknowledge them. If you're not habituated to noticing this sense of love and care, make that your practice for a week. Notice each time it arises.

2. Once you notice it, give expression to the feeling. You might say, "I feel love for you," or "You make me feel warm inside," or "My life feels whole with you in it," or "I really appreciate the joy you bring to my life."

3. Next, take a moment to look in the direction of the person. When you look, you're looking with a different set of eyes. You might say that these are the eyes of appreciation. You want to notice, in the moment, what you deeply and profoundly appreciate about the other person. Remember, it's just a moment. Don't take too long. Essence is obvious. If you keep looking for something, you will totally miss the mark.

4. Next, offer your appreciation in a "You are..." statement. For example, "You are a bright light who brings warmth wherever you go," or "You are deep soul," or "You are gorgeous." Because essence has a poetic quality, metaphor can be a powerful form of acknowledgement.

5. Once you've offered a "You are..." statement, don't keep talking. Pause and notice how your words landed. Were they received? Were they blocked or deflected? And if they landed, notice what's present between you and the person your acknowledging. Is there more love and affinity?