“But, don’t you think it’s important that a leader understands why people do what they do?” Bailey asked.
“The problem with understanding why people do what they do, is that we often look in the wrong place to find that answer,” I replied.
“What do you mean, where are we supposed to look?”
“Think about it. When you look to discover the why in someone’s behavior, what are your clues?”
“Well, first,” Bailey started, “I would look at their intentions, you know, their internal motivations.”
“And, why would that be important?”
“If I understood their motivations more clearly, perhaps I could genuinely influence their behavior toward the goals, expectations we set for the role.”
“So, you think you can cause the other person to be different?” I paused, waiting for the obligatory nod. “Bailey, I ask you to think about yourself, be honest, with yourself. How easy is it to cause yourself to be different? You think you can cause something in another person, that you find difficult to cause in yourself.”