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Changing Behaviors and Mentality through Coaching: a Model of Reference


Coaching is change, even if it is not easy to change one's own and others' behaviors, especially if these are linked to habits that have been stratified over the decades. The same is true when trying to change the mentality.

Yes, but how to change then?


Fortunately, McKinsey has developed a simple tool, called the "influencing model", which can often be followed within a coaching path as well as independently, and which manages to facilitate change.

Let's see how this map works, which starts from the premise that "I will change my mentality and my behavior if ..." ... if 4 conditions are met, namely:

  1. Understanding: the understanding of the required change is favored, the “why” it is convenient for us to change and we can find convincing reasons. In other words, if we can find a compelling "story" about why we need to change, it will be much easier for us to pursue this change.

  2. Knowledge and Skills: the second condition concerns the availability of the knowledge and skills necessary to make that change that is asked of us: "Ok, I'm convinced, but will I have the opportunity to learn what I need to change?". In other words, those who want to change must develop a spasmodic curiosity toward the skills to be learned to facilitate the desired change.

  3. Reference models: the third concerns the availability not of skills but of reference models, and therefore of people who have already achieved that desired change because they manifest that mentality and show the desired behaviors. They can be leaders, colleagues, CEOs, and looking at them makes us want to imitate them. In other words, before changing, people often need to perceive traces of this change around them.

  4. Reinforcement: the last aspect has to do with the reinforcement mechanisms or habits that can reward us when we pursue the desired change, and that "punish" us when we move away from the desired direction.

So, in summary, changing mentality and behavior is not a trivial matter, and to stimulate this change it is often not enough to follow the logic of compliance.

Good change then!

PS: Find more details on the influencing model in this article by McKinsey.

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