Unbridled Success by Julia Felton

Author:Julia Felton
Language: eng
Format: epub
ISBN: 9781908746511
Publisher: Ecademy Press

Why we Follow Leaders…

Just like horses, people follow leaders whom they trust and feel connected to, people whose character is trustworthy. And how do they know if someone is trustworthy? Well, a large amount of this information comes from the person’s body language and how they present. We have already discussed that 55% of communication is based on body language which both horses and humans can read with consummate ease.

I remember being at a Tony Robbins seminar when we were discussing body language and how it was the global currency of communication. There were over 7,000 people in the audience, all from different countries, backgrounds and walks of life and yet we could immediately connect with how each other was feeling by reading the other person’s body language. For example, if someone was shy and timid their body posture would include bent-over shoulders, head down, eyesight averted, short slow steps, whereas someone who was happy and joyous would be standing tall, shoulders and head back, body open, invariably with a smile on their face. In the excellent book The Definitive Book of Body Language – How to read others’ thoughts by their gestures, Allan and Barbara Pease reveal the myriad of different body postures and how these can be interpreted. It is a great read for anyone involved in wanting to understand better the dichotomy between what people say and what they feel.

I’m sure you have all experienced the situation when you have walked into a room and you just know instinctively that something is wrong, even though everyone is professing that things are alright. There is just something about the way the people are acting – their body language and tone of voice lets us know all is not well. Often, even when we challenge people they continue to say that everything is fine when their body language is screaming something else at us. This is a classic case of the person’s words not being aligned and congruent with what they are feeling in their body. Often this occurs when people feel under pressure. The gap between what people feel and what they say is huge and can be very costly to organisations. A national survey in the US suggested that 70% of employees were afraid to speak up at work, and in other cultures this might be even higher. Imagine what might happen if only companies would muster the courage to measure the lost productivity and stress generated through unexpressed fears and concerns. I expect the results would be shocking.

Max Landsberg suggests that we seek to try to build two types of trust when seeking to lead team members:

1. Trust in Intentions

2. Trust in Abilities

Like horses, team members want to know that our intentions are honest and being open is perhaps the most powerful way that a leader can create trust. When a leader opens up, people tend to be more open in return and a genuine interest and respect can develop. Conversely, if the leader is more

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