Leaders’ actions actions are influenced by unspoken self-talk.
Sometimes, these thoughts are self-critical and provoke anxiety.

Cognitive Behavior Therapy (CBT), developed by University of Pennsylvania’s Aaron Beck, provides a systematic way to notice and restructure “irrational self-talk.“
Similar approaches were developed by Albert Ellis in Rational-Emotive Therapy (RET), and David Burns in his synthesis of CBT and RET.

Arizona State University’s Charles Manz and Chris Neck  translated these self-management processes to managerial development.
They outlined a Thought Self-Leadership Procedure as a five-step circular process:

1. Observe and record thoughts,

2. Analyze thoughts for potential errors in reasoning (jumping to conclusions, exaggeration),

3. Substitute alternate positive, realistic, plausible, acceptable thoughts,

4. Monitor personal reactions to these thoughts,

5. If more negative thoughts appear, continue to substitute the more productive thoughts.

Other recommendations to manage thoughts about stressful situations were distilled by John Crimmins of Behaviour Institute in coaching people at work.

He suggested asking the following questions:

• How do I know if this thought is true?
• What evidence do I have to support this thought or belief?
• How can I test my assumptions/beliefs to find out if they’re accurate?
• What would a trusted friend say about these thoughts?
• How is this thought helpful now?
• What other ways that I can think about this situation?
• What would a friend say when I blame myself in this situation?
• What would I say to a friend who was in this situation?
• What would a friend say to me when I take this situation personally?
• How can I consider this situation on a continuum rather than in either-or terms?

-*What practices do you use to develop and apply productive thought patterns?

©Kathryn Welds