Breaking bad. Breaking good.

and Management from Leeds University. He is an NLP Practitioner and a ... The moral, ethical, economic, self-esteem and identity choices that the characters made ..... 'goal' which makes sure you pay attention to your intention and that the ...
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Breaking bad. Breaking good. 11 Steps to Changing Habits A rogenSi Viewpoint

By Steve Ellis / Director, rogenSi, EMEA January 2015

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© rogenSi IP Ltd

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Steve Ellis is a Director at rogenSi based out of the London office where he leads the rogenSi London Sales Team. Steve’s principle focus is with rogenSi’s leadership practice; he specialises in culture change, leadership development and leadership behavioural coaching. Steve has a particular interest in realising culture change and embedding coaching behaviours. He also has a strong record of driving sales culture and high performing teams. Prior to joining rogenSi in 2003, Steve was an Account Director for GlaxoSmithKline (GSK) where he supported clients like Walmart, Morrisons and Waitrose. Before GSK he spent 11 years with Coca-Cola Enterprises where, for four years, he was Head of Training and Development for Sales and Marketing. When he left Coca-Cola he was Account Director for Tesco, Britain’s largest retailer. Steve graduated with a BSc Hons degree in Geography and Management from Leeds University. He is an NLP Practitioner and a Certified trainer for Extraordinary Leader (Zenger Folkman), a Certified trainer for TetraMap Behavioural styles and a Non-Violent Communications Practitioner. Steve’s inspiration for writing this Point of View came from the award winning TV Series ‘Breaking Bad’ - a reflection of his creative, engaging and down-to-earth style.

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Executive summary / Why didn’t Walter White from the hit series Breaking Bad stop making crystal meth? I remember being captivated by the dilemmas and the choices taken and not taken in the series. The moral, ethical, economic, self-esteem and identity choices that the characters made reminded me of the same dilemmas that leaders have when looking at their companies. Why did a good man like Walter become so bad? Why do good companies go bad? Why do we all struggle to change when it’s obvious that pursuing the current course of action is not helping or no longer giving us the preferred results we are looking for. Why do we seem to be addicted to the one way of working? Why don’t we break bad habits? The truth is that there are no wholly bad habits. Every habit is good in that it must deliver good outcomes to be worth repeating and holding onto. So the biggest challenge for individuals and organisations is the ability to change good habits, or at least suboptimal habits that are giving us suboptimal results. Changing good habits means letting go of the routine, ease, and predictability of the existing habit and the good outcomes that delivers and to exchange them for shortterm temporary, poor outcomes and experiences in the belief that they will eventually deliver better outcomes. Good habits in the case of Walter were the ones that made him feel good, gave him an identity of ‘special one’ or significance and supported his financial goal of providing for his family. How could he let go of those habits when they were giving him such good results? For businesses it’s the same. The habit or strategy becomes a good habit as it delivers the organisation good results; an identity or brand, financial results or feel-good results.

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Circle of Habitual Life CoHL 11



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The Circle of Habitual Life / It’s a constant cycle. Executives develop strategies, create systems and processes. They develop behaviours and cultures, develop brands and operational structures. They invest in infrastructure, reso