At age 10, Randy Gibbs lost his central vision to a rare retina disease. While he retains his peripheral vision, the life-changing event sent him on a search for inner vision.
The popular motivational speaker and management consultant from Orem recently released a book, "20/20 Insight," which includes his six keys for changing patterns that control peoples' lives and their effectiveness. They are:- Identify the beliefs that shape our perceptions.
- Understand how we interpret events.
- Change our world by changing our beliefs.
- Learn the dynamics of bad relationships and how to reverse them.
- Eliminate destructive behavior.
- Develop new, positive patterns that lead to healthy relationships.
Gibbs, a former trainer with Covey Leadership Center, said he has often gone into organizations sensing that simply talking about principles wasn't enough if there was underlying turmoil in an organization.
"People need to understand why problems persist and persist over time," Gibbs, president of Gibbs Consulting, said. "They deal with a superficial or tactical problem but don't ask the `question behind the question.' "
When he goes to an organization, he seeks to help those there discover the patterns at an organization that give rise to the problems they face. He said often many within organizations wish things were different but feel powerless to do anything about the problems.
He said it is as if those driving the organization have one foot on the gas and one foot on the brake.
In his book, he draws parallels in his own life of finding new vision. For example, he had acted through much of his life to hide his disability. Such fears had been a barrier and had been limiting his potential.
Leaders in organization must find patterns that create limitations.
"The essence of leadership is about creating change. Leaders need to see and change hidden patterns and make the improvements they want," Gibbs said.
"There are patterns running around the workplace like a toxic river. Nobody owns the solutions. The problems persist over and over. People leave, managers burn out, customers hate doing business with these guys. The organization has fallen victim to its own patterns."
To change patterns first means understanding how an organization or an individual sees and interprets events.
"I've learned that in a very real sense, seeing is not believing, but rather believing is seeing," Gibbs said.
Understanding the heart of the problem means effort won't be spent on trying to provide quick solutions but changing the underlying patterns. Gibbs speaks of helping "co-create" relationships where there is interdependence. He tries to realign perception to create effective ways of working together rather than having energy drained through "turf wars" or the "dance of doom."