One Minute Manager

by Ken Blanchard

Know Your Belief Window


Many beliefs we identified as being essential to
our life in the past no longer add value to our life today.

I recently spent a week with Don Shula, head coach for the Miami Dolphins, and Hiram Smith, founder of Franklin Quest-the maker of personal organizers. The occasion was a book tour to promote the new book Don and I wrote, titled Everyone's a Coach.

We held public workshops in a number of cities to discuss concepts from the book. At the end of each session, Hiram closed the program by speaking about "belief windows"-the framework each of us has for understanding our world and acting accordingly.

The concept is simple: Each of us has a large invisible window in front of us through which we see the world. Written on each individual's window are the guiding principles that a person holds dear; the principles that serve as a basis for directing each person's behavior throughout his or her life. Examples include such beliefs as: "I work better alone," "No one does a task as thoroughly as me," "I'm a high achiever," "I'm a good manager," or "You have to expect the best from others to get it."

We behave consistently with our belief window. Our belief window defines our limits and sets our capabilities-it defines what we do or don't do and what we see or don't see. Our window controls our decisions. We consider what is written on that glass to be absolutely true, with no possible alternatives. We often associate with others who share the same belief window.

As we are able to see and understand our own belief windows and the guiding beliefs written upon them, we are better able to understand what motivates us-and how we can modify our beliefs to better serve ourselves. As we are able to understand each other's windows and the beliefs written on them, we can better understand and work with them more effectively. The better you can see what is written on other peoples' belief windows, the more you can predict their future responses, explain their past actions and motivate them to make needed changes.

At the root of every belief we have written on our belief windows is rationale, data or logic for why we put it there. Some of our beliefs can come from a single past experience, while others have taken years to shape and are refined with each experience that relates to the belief.

For the most part, our beliefs provide a useful framework for us to operate on a daily basis. Often, however, many beliefs we identified as being essential to our life in the past no longer add value to our life today. They do not hold up under the scrutiny of our current reality.

Perhaps the belief was too easily established, was based on inaccurate circumstances or has outlived its original usefulness. For example, I place a lot of trust in others I work with, so much so that having contracts with them often doesn't seem necessary to me-and may even feel like a detriment. I've learned in recent years, however, that contracts can help clarify and communicate expectations so that the odds of a successful relationship increase. I'm now redefining my belief window about the importance of having contracts with those I work with.

We always strive for consistency and order among our beliefs. When we hold two opposing beliefs, we struggle until we determine that one is more valuable to believe than the other, or we combine, refine, modify or create a new belief that encompasses the truth we see in both of the former beliefs. Often the simple act of seeing and comparing two opposing beliefs will help us choose the more correct one to value.

To make a change in your belief window, you first must see how a current belief limits you in ways that you do not want. For example, you may believe it's important to "stand your ground"-and for most of your life, this belief may have served you well. But that belief might have also earned you a reputation for being inflexible and unable to work well on a team-attributes that you would prefer not to have in your current position. As a result, you may choose to modify your belief about standing your ground to take into account the preferences of others in a group of which you are a member.

By examining your belief window, you have a technique for more objectively evaluating the usefulness of each of the beliefs that govern your behaviors and who you may become. What beliefs are holding you back from being what you most want to be or doing what you most want to do? What new beliefs could better help you to achieve your goals? As Don Shula says, "The beliefs of a leader are self-fulfilling." Inadequate beliefs become setups for inadequate performance. What are your beliefs? This is a critical question, and long-run success depends on the answer.

© 1995 by Blanchard Management Report, Blanchard Training and Development Inc., Attn: Bob Nelson, Publisher, 125 State Place, Escondido, CA 92029. Past articles, interviews and subscriptions are available. Telephone (800) 728-6000, ext. 528, fax (619) 489-8407.