CEO Institute III attendees learn the danger in making assumptions about the behaviors of others. By Lisa Hochgraf
CEO Institute III attendees learn the danger in making assumptions about the behaviors of others.
By Lisa Hochgraf 
Once when Kristin Befhar was teaching a class at the University of Virginia’s Darden Graduate School of Business, a student's behavior caught her attention. He was walking in and out of class, taking calls on his phone. Befhar, professor of business administration at the university, related this story during CUES’ CEO Institute III in August. Based on her past experience with students who had exhibited this kind of behavior, Befhar figured this student didn’t really take her class very seriously. But when she took him aside later and asked him what was up, she learned that he was the sole provider for his family; an IT manger with a boss who didn’t believe in executive MBAs because he thought they just give people opportunity to move to another job; and was launching a new technology system that very evening. “He was more committed to my class than I was,” Befhar said. Befhar used this example to illustrate her definition of perception: the process of integrating and interpreting information about others' behavior so as to accurately understand them. She explained that perception comprises three steps. First, something catches your attention, such as the student going in and out of the classroom. Second, you match what you’re experiencing with past experience. In this case, past students who left the room a lot weren’t very serious about the class. Finally, you assign reasons for the person’s behavior. If past students who left the room weren’t serious, then this student probably wasn’t serious either. But, Befhar told CEO Institute III attendees, she wasn’t willing to go with her initial perception that the student didn’t care. “If that’s something I wouldn’t say to their face, I need to get more information,” she said, setting up the opportunity to be more accurate in her perception. What behavior is being demonstrated by members of your team this week? Are you making assumptions about what their behavior means? What are you doing to make sure your perceptions are accurate?
Lisa Hochgraf is a CUES senior editor. If you like this post, you might also like CUES’ CEO/Executive Team Network Download the myCUES app or subscribe to the CUES Advantage e-newsletter to read our monthly “Leadership Matters” column.
