Hannah Sparks is the Associate Editor of drinks trade magazine. In this column, she shares her experience as a mentee in the 2017 Women in drinks Mentoring Program.
We’re now at the halfway point of the Women in drinks Mentoring Program, an initiative that identifies emerging female leaders in the industry and helps them to move towards the next stages of their careers.
By now, the mentees have established solid relationships with their mentors and are well on their way to ticking off their original goals.
For many of us, it’s a matter of building confidence, either in our current roles or to be able to say yes to the next challenge.
We all know how difficult it can be to maintain self-belief and resilience when facing the unknown, whether that’s in the form of a new project or prospective job.
One of the frameworks recently shared with mentees by program facilitator, Serendis, was the Iceberg Model. The idea behind it is that if we can understand how our beliefs, values, thinking and emotions make us feel about a situation (the 90% of the iceberg under the water that others can’t see), we can reframe our thinking to change our behaviour and deliver better results (the 10% of the iceberg above the water that others can see).
Imagine this in a workplace scenario where an employee has been told by their supervisor that they would like to meet to provide feedback on a project they’ve been working on. Now, imagine that this person has low self-confidence. Will they walk into that meeting assuming the feedback will be positive because they’ve been working really hard on this project or anxious and defensive because they believe the feedback will be negative and worse, their job might at risk
The Iceberg Model helps us to see how a person’s underlying beliefs and self-values can completely alter a situation from one in this case that could have been positive and helped the employee to grow, to negative and possibly harmful.
It’s the same when we put a project off because we think it’s too hard. By listening to the voice in our head that says “I can’t,” we hold ourselves back from doing the best we can.
Instead, by reframing these messages to positive affirmations, we become open to new ideas and better ways of working.
Pictured: Serendis Leadership Consulting founding director Maude Lindley with Hannah Sparks.