How Great Leaders Manage Perceptions
As a leader, how adept are you at communicating your true intentions and managing perceptions? Even at the highest levels of government and business, leaders struggle to communicate their intentions. Most of us have some demonstrable deficiencies when it comes to influencing others.
“You can influence people’s perceptions of you by playing to their needs. Once you understand how to make other people feel comfortable with you, you’ve won their approval.” ~ Corporate marketing consultant Camille Lavington
A leader’s words may be misinterpreted, misquoted, and/or taken out of context. Communicating and managing perceptions remains a significant challenge. Leaders cannot succeed without consistently and accurately telegraphing their thoughts and intentions. If you want to shape others’ perceptions, you must take control of the messages you send.
Major problems occur when listeners distort your words to fit their existing views. Their prevailing agendas and beliefs may prevent them from liking, trusting, or even noticing you. I know this workplace dynamic is seldom logical or fair. In fact, it’s often biased, incomplete, unconscious, inflexible, and largely automatic. I hear this from the executives I work with. It’s a big challenge for all leaders.
Think of your last verbal workplace exchange. You probably thought you explained yourself well and that your listeners understood you. Here’s the unvarnished truth: you – and they – likely didn’t. How, then, can we ensure that people hear what we say?
The Perception Process
Perceivers (your audience) are prone to perceptual errors governed by rules and biases we can identify and anticipate. Understanding this predisposition allows us to unlock the perception puzzle. As leaders, we can alter our words and actions to send desired signals.
Listeners experience a flurry of brain activity as they try to understand what you’re saying. They’re also sizing you up, forming opinions of you and your message, comparing you to others, and remembering similar situations and opinions.
Most of what happens in perceivers’ minds is automatic and unconscious. This is Phase 1 of the perception process, and it is riddled with bias.
In Phase 2, perceivers use the part of the brain concerned with logic and reason. This is a much more effortful thinking process, one that requires energy. Consequently, they avoid it to conserve brain resources.
More often than not, Phase 2 is never activated. People form opinions of you and your message with Phase 1 assumptions—and then they move on.
Most leaders are unaware of these basic brain behaviours, so they never take the time needed to push their listeners past quick, stereotypical judgments.