Helping Employees Shift from Self-Opinionated to Exploring Implications

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Helping Employees Shift from Self-Opinionated to Exploring Implications

Self-limiting beliefs (SLBs) restrict employees’ ability to grow and adapt, often impacting their performance and team dynamics. One such belief is being self-opinionated, where individuals strongly hold onto their views, unwilling to consider alternative perspectives or feedback. While confidence in one’s abilities is essential, a self-opinionated mindset can create blind spots, leading to missed opportunities and strained relationships.

Statements like, “Why should I change?” or, “I stick to what I know,” reflect this mindset. These beliefs act as barriers to growth, discouraging curiosity and adaptability, which are essential for success in any workplace.

Recognising Self-Opinionated in Employees

To help employees shift from a self-opinionated mindset to exploring implications, it’s important to recognise the signs. Here’s how this belief typically manifests:

Body Language: Employees with a self-opinionated mindset may adopt a rigid posture, cross their arms defensively, or interrupt others during discussions, signalling a lack of openness.
Tone of Voice: Their tone might be assertive to the point of dismissiveness, as they often seek to assert dominance in conversations. For instance, they might say, “That’s just how I do things,” in a firm, non-negotiable tone.
Choice of Words: Common phrases include, “I don’t need to change,” or, “It’s always worked for me,” indicating resistance to feedback and alternative approaches.

When employees remain self-opinionated, it affects not only their ability to grow but also the team’s ability to collaborate effectively. For example, a team member who refuses to consider others’ ideas may hinder innovation and alienate colleagues.

Why Exploring Implications Matters

Shifting from a self-opinionated mindset to one that explores implications helps employees understand how their actions affect others and the broader goals of the team. This transition fosters a culture of collaboration, adaptability, and mutual respect.

Key benefits of exploring implications include:

Improved Decision-Making: Employees weigh the potential outcomes of their choices, leading to more thoughtful and effective actions.
Stronger Collaboration: Understanding how their behaviour impacts others encourages teamwork and open communication.
Greater Accountability: Acknowledging the consequences of their actions fosters responsibility and self-awareness.

For example, an employee who previously said, “I don’t need to change,” might begin asking, “How will my approach affect the project’s success?” This shift not only improves their contribution but also strengthens team dynamics.

Coaching Strategies to Shift Self-Opinionated Mindsets

As a leader, you can guide employees to explore the implications of their actions through targeted coaching and conversations. Here’s how:

Promote Empathy: Encourage employees to consider how their actions impact others. Questions like, “How do you think your decision affects your colleagues?” can open their perspective.
Encourage Self-Reflection: Guide them to evaluate their assumptions and consider alternative viewpoints.
Set Collaborative Goals: Involve employees in discussions about team objectives to help them see the value of diverse perspectives.

Steps for Developmental Conversations

When coaching employees with a self-opinionated mindset, use the following steps:

1
Create a Safe Space: Build trust by showing empathy and a genuine interest in their point of view.
2
Ask Open-Ended Questions: Encourage them to think beyond their immediate perspective and explore the bigger picture.
3
Share Constructive Feedback: Use specific examples to highlight how their behaviour impacts others and the outcomes.
4
Collaborate on Action Plans: Work together to set realistic, measurable goals for improvement.

Coaching Questions to Explore Implications

Here are some questions to help employees shift from a self-opinionated mindset to exploring implications:

1
What do you think might happen if you maintain this approach?
2
How could your actions impact the team’s progress?
3
What do you think is one possible downside of sticking to your current view?
4
How do you think others perceive your approach?
5
What would be the benefit of trying something new?
6
How might you adapt your perspective to align with team goals?
7
What could happen if you don’t consider alternative ideas?
8
How can you explore other perspectives while maintaining your confidence?
9
What might you gain by listening to others’ input?
10
How do you think your actions influence team collaboration?
11
What do you think could improve if you were more open to feedback?
12
How might considering other perspectives help you achieve your goals?
13
What do you think would happen if you experimented with a different approach?
14
How can you balance confidence in your ideas with openness to others?
15
What opportunities might you miss if you stay in your comfort zone?

A Story of Transformation

Liam, a senior operations manager, was known for dismissing others’ suggestions with comments like, “I’ve been doing this for years; I know what works.” This mindset caused frustration among his team, who felt their contributions were undervalued.

Recognising this, Liam’s director started asking reflective questions, such as, “What do you think might improve if you considered their perspectives?” Over time, Liam began seeking input from his team, realising the value of collaboration. This change not only improved team morale but also led to innovative solutions that enhanced operational efficiency.

Conclusion

Shifting employees from a self-opinionated mindset to one that explores implications is key to fostering adaptability, collaboration, and accountability. By encouraging reflection, providing constructive feedback, and promoting open communication, you can help employees grow beyond limiting beliefs. This transformation not only benefits the individual but also strengthens team performance and workplace culture.

About the Author

Simon is the ICF-Professional Certified Coach (PCC), Certified Trainer, Facilitator, Coach Trainer, and Food Service Specialist. He specialises in business selling, leadership development, and coaching culture building.