We are firm believers that everyone comes to work to do a great job – initially anyway. So why do businesses have poor performers? Likewise, why do team members find it difficult to deal with conflict in the workplace; that difficult client or demanding boss?
To get answers to these questions we need to look beneath the surface. Go beyond actions and behaviour and look to the drivers of performance: Core Values.
The Identity Iceberg demonstrates the impact our values have on actions and behaviour. What’s visible above the surface – our Actions and Behaviours – are the tip of the iceberg. They’re what we see and experience. They’re driven by what’s beneath the surface.
Immediately beneath the surface are our Habits – good and bad. Consider how hard it is to change a habit. These habits are driven by our Beliefs.
For example, we might believe that a certain team member is disengaged in the business because they’re often late, sick or the first to leave the office at night. As a result of our beliefs, we create habits like overlooking them for new opportunities or ignoring their positive actions to focus on their bad behaviours. We find it very difficult to change these beliefs.