Disposition is the Lens You Don’t See
Disposition determines decisions. You want to believe you’re open-minded, but your disposition narrows your focus.
Disposition shapes perception.
- Visionary disposition disrupts the present.
- Comforter disposition seeks to comfort people.
- Developer disposition helps people try new things.
- Protector disposition considers danger.
- Collaborator disposition seeks consensus.
- Achiever disposition drives for a short-term win.
- Servant disposition works to support other’s success.
Dispositions predicts responses.
You already know how you will respond to opportunities and challenges. Comforters and planners are concerned. Visionaries are optimistic. Protectors are cautious.
Reflect on natural responses to determine the way you look at the world. How do you respond when…
- Things are going well?
- Someone is upset?
- Tensions erupt?
- Conflict rises?
- Problems occur?
Dispositions wear blinders.
You see the world through your lens, not another’s. You don’t naturally explore other people’s way of seeing the world. Visionaries ignore risks. Protectors miss bold opportunities.
Other perceptions feel like distractions. Planners feel like footdraggers to innovators, for example.
Knowing your way of seeing reveals your frustrations and opportunities. Expand your perception by seeking input you might like to ignore. For example, balance your need to comfort by listening to visionaries.
Reflection:
How does your dispositional lens influence your decisions? What disposition expands your perception? How might your disposition represent opportunities? Limitations?
Still curious:
Live by Aspirations: Stop Using Genetic Wiring as an Excuse
Personality Disposition – an overview | ScienceDirect Topics
Wow! Great post today, Dan! This gives me a lot to think about.
I don’t speak up much but I’m here every day. Thanks for the consistently great content!
Thanks for speaking up today. I appreciate you for reading Leadership Freak.
It’s gratifying to cause someone to think. Cheers
“You see the world through your lens, not another’s.” This is a very true and powerful statement. I have seen evidence of this particularly when things are not going well or colleagues do not know how to interpret other’s behaviors. In those circumstances, people tend to view situations through the “prism of their worst fears” which can really distort the situation and create or intensify conflict. It’s always a good idea to check our perceptions with a trusted colleague who will tell us when our perception is distorted.
Insightful observation, Colleen. Adversity, stress, failure, conflict, and other painful experiences color our lens. We see ourselves more clearly in difficulties, both the beneficial and the harmful.
We learn, over the years, that other people’s insight into our personality enlightens and expands. It takes a while to get over our resistance to this kind of feedback. Thank you
I think leaders see through the lens of–What can I do to add value? And the answer varies in each situation. Some people need a bigger challenge, some need encouragement, others need candid feedback.
So true of leaders. Then there are those who think they are leaders or who have position. Some people who have position focus on serving themselves, not others. These people are leaders in the broadest sense. They have influence. But they aren’t the kind of leaders we aspire to be.
Adapting to the situation is necessary in a world filled with diverse people and turbulent events. We become irrelevant when we don’t adapt.
As always, you have my appreciation for contributing. Best to you
Always self-identifying as “Builder” I enjoyed this post. Recognizing others dispositions in a team context is valuable… It’s the clash that always challenges me, when my builder has to endure a meeting with a contrarian (“four? why four? why not five?) my patience can become thin when I fail to find value in the comment of another. “I’m not seeing your point, but I want to… help me understand this from your viewpoint” is a phrase that is working for me.
Brilliant question, Ken. Love it. A natural response is useful. A learned response is expansive. I can think of several “learned responses” that prevent unnecessary tension. Tell me more, help me understand, what happened to cause this situation, what would you like to do about that, and what have you tried are a few. Cheers
So very true. I learned about “self-referencing” long ago. It’s the only reference I have unless I actively seek out other perspectives. As a visionary I need to ask others “what am I missing?” or “what could possibly go wrong?” But to ask others for their input, and to genuinely be interested, requires humility. Humility to acknowledge that I don’t see everything, I have blind spots that others Do see! I need others.
Powerful insights, Pete. “Actively” is the operative word. Learning how to invite people to share their perspective requires humility.. my favorite quality to pursue. :-). I must say your application of humility to this topic is helpful to me and I’m sure to others. Best to you
A large part of my job is translating English to English, to get folks on the same page. It is a lot harder than you may think!
I notice misunderstanding regularly. According to Quote Investigator, William Whyte said, “The great enemy of communication, we find, is the illusion of it. We have talked enough; but we have not listened. And by not listening we have failed to concede the immense complexity of our society–and thus the great gaps between ourselves and those with whom we seek understanding.”
Thanks for bringing the challenge of communicating with different perspectives. Cheers