Efficacy and Self-Efficacy

When asked what efficacy means, one definition is that it is “result-producing behavior, able to gain ends through efficient means” – sounds good. Further, self-efficacy might be thought of as “one’s own power or capacity to produce the desired effect” – also good.

Remember though, self-efficacy doesn’t mean that you’re doing it solo; quite the contrary. While it means that you have the individual traits of independence and freedom, capacity and tenacity, it also means that you also have accountability and responsibility to your organization, friends, family, etc. Responsibility to reach out, step in, push ahead, move forward…and whatever other clichés there might be about reaching, stepping, pushing, or moving. And then, be accountable for the results and the outcomes…own it.

Referring back to the blog on “self-esteem and self-esteam,” if organizational pride begins with pride in oneself, it follows that organizational efficacy begins with self-efficacy. Recently, I challenged our Finance and Administrative Services managers to ask themselves, “What can I do as a leader?” During each day, week, month, year, ask yourselves:
What can I do?
What can I do to resolve issues?
What can I do to move a project, program, or process forward?
What can I do even if I don’t technically “own” the issue?
What can I do even if it means taking responsibility and not the credit?
What can I do that’s non-threatening to others, addresses the politics of the situation, is clear, is data driven, supports my staff, supports a “University First” approach?
What can I do?
And then answer yourselves, “It’s up to me.”

So, if you want something, go get it. If you want organizational change, go do it. It’s up to you.

Focus on the “What” Not the “How”

At our recent Finance and Administrative Services managers’ meeting, we all participated in a facilitated exercise where we identified a particular leadership challenge for each of our several small teams. As each group analyzed and reviewed their scenarios, we were asked to describe what the particular situation looked like fixed (the “what”). While the natural tendency was to provide the solution in outlined steps (the “how”), we were reminded to focus on simply brainstorming and reaching consensus on a picture of the desired outcome. The value of the lesson was reinforced as the groups shared their images of success, without false limits, without artificial boundaries.

This approach encourages us to look forward in a positive manner, rather than blinding ourselves with present or past obstacles. The benefits are even more obvious when we work in teams where it can be easy to point out clouds on the horizon of the “blue sky” dreams of others. This is no doubt the reason why the classic brainstorming model discourages placing judgment or value on the expression of ideas.

So, as we envision our big ideas or even develop solutions to smaller, more mundane tribulations, let’s remember to focus on the “what” not the “how” of the situation. Let’s accept responsibility to use innovation to meet our leadership challenges; let’s not limit our future possibilities with our current realities; let’s open the shutters in our mind’s eye and allow our imagination to create a picture of our next success.

Dream big, dream boldly, dream with confidence.

Resolve to Change Your Mind

Although we have learned that affirmations are more sustainable than traditional annual resolutions, like many of you at this time of year, I still consider what New Year's resolutions I might make or break. This year, I suggest that we might begin by simply resolving to change our minds. By this I mean that we should commit ourselves to question our own thinking and actively introduce new information and data into our decision making process and actions. When we find support for going in another direction, let’s take the new direction – let’s change our minds.

Whenever we feel absolutely certain of our correct path, let's pause and take some time to explore alternate routes even if it means that we ultimately confirm our previously known course. Further, let's get in the habit of questioning what we believe we know as often as possible; building the process of reconsideration into our decision making. The more important the decision, the more important it is to question, even if it means that we need to publicly and openly announce our new course of action.

When we are questioned by others, let's not regurgitate our standard rebuttal paragraphs, perhaps before our questioner has even finished speaking. Let’s not replay our verbal tapes with our version of “the truth” that we can repeat for others like audio selections on an MP3 player. Sometimes we do this (sometimes I do this), when we think we know what the other person is going to say. If we know what they're going to say and we're running our prerecorded tapes and therefore know what we're going to say, what's the point of exchanging ideas? What's the point of taking in new information if we're not going process it, possess it, assess it, address it, and reassess it? Process it – consider new information; possess it – own the decision; assess it – review performance using objective measures; address it – take action; reassess it – review performance based on our new direction. Lather, rinse, repeat.

Finally, when we open ourselves up to new points of view, let's be open to all sources – bosses, employees, coworkers, students, children, significant others, strangers – everyone – even the person in the mirror. The voices in your head (self-talk) aren't always a bad thing and the person speaking might be smarter than you realize.