Respond 2 Colleague 3 A

Respond to at least (2) two of your colleagues' postings “see below” that contain a perspective other than yours. Please ensure your response to your colleagues addresses concerns listed below:

· Share an insight about what you learned from having read your colleagues’ postings and discuss how and why your colleague’s posting resonated with you professionally and personally. (Note: This may be a great opportunity to help you think about passions you share with your colleagues who could become part of your Walden network.)

· Offer an example from your experience or observation that validates what your colleague discussed.

· Offer specific suggestions that will help your colleague build upon his or her perceptions as a leader.

· Offer further assessment from having read your colleague’s post that could impact a leader’s effectiveness.

· Share how something your colleague discussed changed the way you consider your own leadership qualities.

· No plagiarism

· APA citing

1st – Colleague - Ryan Sharratt 

Week 3

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In the concepts of the "Golden Circle" presented by Simon Sinek (2009), three circles sit within each other. At the center, the idea of why is illustrated as the most critical component of why some organizations can inspire in tremendous success than others. Within Sinek's presentation, a broad illustration provides insight into human nature to explain something starting with the most apparent item first, progressing to the "fuzziest" (Sinek, 2009).

 

The circles are defined by What, How, and Why. On the outer ring exists "what", which is typically the result that someone can easily see. The second circle is "how," " which is traditional with means and methods to complete a task. The final circle is the "why", which is illustrated as the most difficult to understand and certainly the most difficult to communicate the effective "why" to someone else.

Simon Sinek (2009) further illustrates the human brain's biology in connecting these three circles to the human brain. The neocortex (outer portion) is the "what" level, the rational thoughts, the language. The limbic brain (inner part) is responsible for feelings, trust, loyalty, and accountability for decision-making. Thus, when we communicate from the outside in versus the inside out—we follow the same circular reference in the What, How, and Why "golden circle" presented by Sinek (Sinek, 2009).

 

Sinek further states that knowing why you do what you do is not a "gut feeling"; it happens in the limbic part of the brain, which does not control language, which is why people often say, "this just doesn't feel right", because that is the best descriptor of trying to put words into the limbic knowledge (Sinek, 2009).

In my own experience, I struggle with communicating my own why. I often fight the urge to say, "because I said so". Most parents can relate to the same sediment of, I am in charge, do as I say. However, in my findings, as I take the time to explain the why, the tasks I have asked to get done better, quicker, and often faster than if I did it myself. I have personally been working on defining the why over the last three or four years at my own business, which has fostered the type of environment I have been seeking my entire working life. This in itself is the proof of concept to what Simon Sinek has illustrated within his presentation.

 

I will use what Simon Sinek's illustrates as "laws of diffusion innovation" (Sinek, 2009). This model is what I was missing in increasing our conversation rates and sales goals within my company. I was interested in the presentation video up until this part, where I became enthralled. I conductive exhaustive research on this and found 100% applicability to my business areas that I had struggled with pulling from my limbic part of my brain into words. This was indeed a crucible moment in my education, and the laws of diffusion innovation sparked a renewed interest in my educational journey.

In addition to Sinek's material, additional course work I found directly relevant to my current business scenarios were found in Developing 21st Century Leadership Skills, where Canwell et al. (2004) illustrated Critical Skills and a pathway to leadership (Canwell et al., 2004 p.39-41) helping me understand and visualize additional areas that I need to improve in my own business. I have Leaders and Managers, but I have not stood a development system for my leaders. This reading has helped me understand a methodology forward.

 

References

 

CANWELL, A., DONGRIE, V., NEVERAS, N., & STOCKTON, H. (2014). Developing 21st-Century Leadership Skills. MWorld, 13(3), 38–43.

Cohen, E. (2015). How should today's leaders behave? Chief Learning Officer. Retrieved from http://www.clomedia.com/2015/09/21/how-should-todays-leaders-behave/

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2nd – Colleague - Natasha Mills 

Week 3 SINEK RESOURCE LINK

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The Golden Circle

How I Will Use the Concept of the Golden Circle

The Golden Circle is a concept that recommends leaders and organizations to appeal to people from the inside out instead of outside in for more effectiveness and success. Before suggesting the use of the Golden Circle by leaders, however, Sinek (2009) provides a background to defend why appealing to the inside out of people is critical to the success of the business. The former parts of the readings focus on forms of manipulation, including price, promotions, fear, aspirations, peer pressure, and novelty, that leaders and organizations use to sustain their businesses.

Sinek (2009) insists that the manipulation approach only acts as a transaction that appeals to customers in the short-term, as opposed to gaining their loyalty. Therefore, manipulations are only effective for business strategies that foster once-in-a-lifetime transactions. Thus, businesses that rely on this approach for the achievement of long-term goals often pay the price in the long-term. As a result, Sinek (2009) offers an alternative approach that ensures sustainability and success of businesses, which is the Golden Circle.

Therefore, I intend to use the concept of the Golden Circle to ensure the sustainability and success of my business as a leader. The Golden Circle posits that one should first ask the question why before looking at other aspects, which are what and how. Using this approach will ensure that the purpose and cause of my business align with those of my target customers rather than just focusing on what the business will gain. This is because, as Sinek (2009) puts it, asking the question why before starting anything corresponds with the human part of the brain that is responsible for their feelings, including loyalty and trust.

As a result, this part of the brain controls their decision-making and behavior. This aspect makes the element of why biological and not just an opinion. Therefore, by applying the Golden Circle perspective, I will be able to easily sell my products and services to people, gain their trust and loyalty, and grow my business.

Why the Author Believes “Gut Decisions Don’t Happen in Your Stomach” is an Important Concept

The concept of “gut decisions don’t happen in your stomach” corresponds with the view that why is more of a biological concept than a mere opinion. Sinek (2009) explains this concept first by using aspects of the human brain that the questions why, how, and what respond to. The part of the human brain that responds to the questions what and how is referred to as the neocortex. This part of the brain is responsible for the analytical and rational language and thought. The other part is the limbic brain, which is responsible for human decisions, feelings, and behavior. This is the part that responds to the element of why. Thus, what Sinek (2009) is trying to put across is that decisions happen in the brain and not as the result of a gut feeling in the stomach.

My interpretation of Sinek’s perspective on decisions, which significantly shapes my inner leader, is that it is essential to talk directly to the part of people’s brain that controls their decision-making behavior by asking the question why. In other words, it is critical to first respond to people’s feelings and not their rational or analytical side when designing a business strategy, or when one wants to achieve a disproportionate degree of influence as a leader.

Further, this perspective emphasizes the use of order and predictability of human behavior for purposes of strategic decisions as opposed to the use of manipulations. This shapes my inner leader because it provides insight into how a leader or business can make strategic decisions for the long-term by understanding why they do what they do (TED Producer, 2009). Such an understanding acts as the source of innovations in place of novelty, customer loyalty and trust, as well as business longevity instead of short-term transactions. Simply, the author’s belief in the statement “gut decisions don’t happen in your stomach” has reshaped my inner leader by showing me how much more I can achieve.

 

Sinek, S. (2009). Start with why: How great leaders inspire everyone to take action [PDF version]. Retrieved September 12, 2017, from: http://www.mgtcoach101.com/uploads/7/3/5/2/73523011/start_with_why__how_great_leaders_inspire_everyone_to_take_action.pdf

TED. (Producer). (2009, September). Simon Sinek: How great leaders inspire action [Video file]. Retrieved September 12, 2017, from https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action

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