Today I had the privilege of introducing Hyrum Smith, a motivational speaker, life coach, and management consultant. I’ve heard several of these mentors and speakers recently, as I just finished an MBA at UNC-Chapel Hill, where team-based leadership is a major focus area. Mr. Smith reinforces my belief that military service creates sound, logical foundations for personal and organizational management. Although Hyrum Smith is now a professional management consultant, his personal military experience held extraordinary credibility with me personally. He gave an engaging and interactive class on values based management, explaining the loop between needs, principles, rules, behavior, and results. Although there wasn’t any time for questions today, I thought his focus was more on personal and individual behavior, and I’m left wondering how we can use this model as leaders to influence others’ behavior. For instance, how would this model enhance collaboration between Baby Boomers, Gen-Xers, and Gen-Y Soldiers?
MAJ Jason Jones, ILE Students
17 Comments on "Motivational speaker, Hyrum Smith speaks to ILE students"
I agree that Hyrum Smith is a dynamic speaker who presented an engaging and interactive session on various characteristics of behavior on a personal level. In my opinion, I believe we as leaders can apply his model in leading soldiers because in order to facilitate true leadership we must understand the motivations or incentives of individuals in the units we lead which essentially determines their behavior. The “engine” of the model – 1) to live, 2) to love and be loved, 3) to feel important, 4) variety – are the basic motivations or incentives that operates as the impetus for our behavior. Understanding these human needs of our soldiers facilitates leading them in accomplishing the mission. This principle is part of the logic behind the Army’s emphatic involvement in the maintenance and development of the families of soldiers. For instance, when a deployed soldier is struggling with his marriage (maybe not feeling loved among other issues), it will be challenging for him to remain focused on mission accomplishment which undoubtedly will affect manpower. This issue could also cause the uneccessary death of our soldiers, whether it be him, others or a combination of the 2. Now if we are aware of these issues, we can offer the soldier necessary counseling before someone is injured or worse killed.
The Power of Perception presentation given by Mr. Hyrum W. Smith was very interesting and thought provoking. Mr. Smith’s engaged delivery technique and enthusiasm of the subject material clearly set the tone for a presentation that introduced an old concept in a refreshing and motivating way. He used the Galileo Reality Model with a “belief window” concept to explain how basic human needs, behavior patterns, and results drive each other in a looping system governed by various “if this, then that” rules. Mr. Smith’s “belief window” concept was especially interesting in describing how the principles that are present on a person’s belief window color and effect a person’s behavior patterns and results. Mr. Smith also interestingly described how application of this model and its concepts could prove beneficial in all aspects of a person’s life. Professionally focused, however, Mr. Smith’s model and concepts could likely improve a military organization’s performance and efficiency. Arguably, replacing the human needs of the model with the mission and requirements of an organization and developing organizational “belief window” principles and beliefs could result in positively desired results.
MAJ Montgomery, SG 22C
I found Hyrum’s Galileo Reality Model to be a useful tool to help improve as an organizational leader. The model has seven natural laws and a six-step process that serve as a model to evaluate beliefs and ultimately improve behavior. In the model the key question that needs to be answered “is a belief and its resulting behavior going to meet my needs over time?” If the answer is yes then, the belief is good, if the answer is no then the belief may have to be changed.
The Galileo Reality Model is not only good for answering questions about individual beliefs and behavior but also can serve as a model for accomplishing organizational goals and objectives. The organizational leader can ask “is a belief and its resulting behavior going to meet my organizations needs over time?”
Using the six step process the organizational leader can identify a behavior pattern, possible beliefs driving that behavior and predict future behavior based on those beliefs. The next step is to identify alternative beliefs with resulting new behaviors and compare them to the old beliefs and behaviors. The new beliefs and resulting behaviors can then be compared with the old ones to see which behaviors make the most sense. Essentially, this exercise can be a tool for the self-aware leader that is intent on knowing himself and seeking improvement for himself and his organization.
Hyrom’s presentation was mildly interesting. His most interesting point was that he was selling a concept that was “6,000 years old.” He referenced 7 Habits of Highly Successful People and even joked about the principles age. Both parties are selling common sense ideas and making money while doing so. They are repackaging a common framework of ideas and able to make money just by relabeling them as “new.”
Mr. Hyrum Smith is truly an inspirational speaker. The most memorable part of his seminar was the introduction of his “Belief Window” concept. According to Mr. Smith, the “Belief Window” is an invisible window each individual have in front of them used to form their perceptions of the world. Each individual’s window consists of declarations of his or her own beliefs. Information passes through the window for assessment and applied meaning. Individuals make decisions on what behavior to conduct in situations using the belief window. If positive feedback is received from others in the situation, the belief is reinforced. If negative feedback is received, the belief erodes. Mr. Smith gave different examples of how to effectively apply the Belief Window concept. The examples included ways to improve relationships between husband and wife, parents and children and with superiors, co-workers and subordinates. Thus, this concept can be used in every area of life. I even found myself using the Belief Window concept during my ILE small group discussions and at home with my family. Mr. Smith’s seminar was extremely encouraging and the Belief Window concept he introduced is one in which I will use for a lifetime.
Mr. Smith’s presentation on “The Power of Perception” offered us a great opportunity to not only do some self reflection on how our values influence our relationships with people, but also on how we can improve these relationships. We often seem to think that any problem we have with another person is due to issues that they have, when, in fact, it could be one of our own values (issues) which creates tension in the relationship. I think this personal perspective provides an opportunity for both accountability and engagement, which are both essential for a successful relationship. Mr. Smith’s model provides a great way to analyze how we respond to our “human needs,” and more importantly how to satisfy those needs in a healthy and productive manner. As a psychology major, I am often inclined to want to figure out why people act the way they do and this model is a great tool to analyze behavior. I would highly recommend his presentation for future ILE classes.
It’s been one month since Mr. Hyrum Smith’s motivation lecture and I have found value from his presentation. One of my personal goals at CGSC was to identify and address the behaviors which would be counterproductive in my next assignment. Mr. Smith’s lecture allowed me to frame these identified behaviors in terms of what I believe in or my perceptions. He calls this “the belief window”. I have questioned my behaviors in terms of my beliefs window and found that changing my perception was key to changing my behavior. Changing behavior is difficult but to recognize some of the root causes by asking some of the self discovering questions can provide insight into why you do certain behaviors or why you respond in a certain way. This insight is the self awareness that is the first step to acknowledging the problem of your behavior.
MAJ John Ordonio, ILE Student
Mr. Smith was one of the most energetic and captivating guest speakers to date. His presentation, utilizing the Galileo Reality Model, does in fact open eyes to the posibility of changing perceptions and beliefs. I think this model, and presentation, would be a great benifit to not only leaders at all levels but also to new recruits entering the military. It could help their adaptation to the Army Values but also help to keep negative behaviors that sometimes exist in the civilian society from overlapping into the miltary society that we operate in. Mr. Smith kept the attention of the audience and helped relate the material to the audience by not only relating it to miltary organizations but giving antidotes relating to parenting and how we might utilize the model in molding our children’s reality models. I would highly recommend that Mr. Smith be requested as a returning guest speaker but would also suggest his presentation would be a great value to all installations within the military.
MAJ Adam Scherer ILE Student
Hyrum Smith outlines how an individual can discover the flaws in his or her ingrained views/outlook on life and how those are possibly robbing them of a sense of fulfillment/lack happiness inside. The small workbook the audience was provided with which he incorporated into the presentation I felt was usefull as a take away for later reference. I concur that his presentation should be considered for future CGSC guest speaker rosters.
MAJ Braley, ILE Student
Mr. Smith’s presentation was both insightful and a validation on the characteristics of effective leaders. Although none of the topics presented by Mr Smith were new, he clearly presented the framework for a successful leader. With his handout and a guide, ILE students possess the blueprint to be an effective leader. Recommend Mr Smith is invited to the next class for his presentation early in the academic year.
Mr. Hyrum Smith’s presentation was both insightful and reassuring on what we as the military already possess in managing and organizing our daily affairs. This motivational speaker, life coach and management consultant highlighted some key factors on improving and refocusing ourselves as leaders to improve the organization which will be beneficial for all of us. The presentation was fast paced but well presented and something that the school needs to continue.
I enjoyed Mr. Hyrum Smith’s self-awareness presentation on the Power of Perception. His methods for understanding and changing perceptions provided an excellent perspective for viewing the world. His examples for communicating with spouses, children, and professional associates were anecdotal and humorous. I benefited most from his Galileo Reality Model, which provided a framework for not only recognizing your “belief window” it also showed you steps to adjust it.
Unfortunately as a realist (using his definition), I do not expect many people to benefit from his talk because he neglected to focus on a critical aspect — a catalyst is needed for people to change their “belief window”. Change is difficult when one is able to easily reinforce their perception of reality.
My biggest take away was that we have many external and internal influences that affect our “vision” through the window to the outside/inside world. One recommendation, we would benefit from tying the lecture to a leadership lesson to provide additional reflection points.
CDR Thompson
Mr. Smith was a relevant speaker that presented information that will help us as military professionals. He solidified what I have started to come to know. Depending on your world view, you can take the same set of data and come to widely different conclusions. Mr. Smith presented the Galileo Reality Model, which essentially states that the principles that we put on our belief window will create automatic rules that we follow, which in turn influences our behavior in the actions that we take. In order to change behavior we cannot simply treat the symptom. We need to change the principles or beliefs that a person has on their belief window.
An example that Mr. Smith used is that a suicidal person believes that suicide is the only way to regain control of their life. As leaders in the Army, we need to change that belief window. This talk did not specifically address how to change someone’s principles on their belief window, but the context of this talk certainly gives us a starting point so that we can be focused in the right area. Mr. Smith is an excellent speaker and should be invited back to speak to future classes.
He gave an engaging and interactive class on values based management, explaining the loop between needs, principles, rules, behavior, and results. Although there wasn’t any time for questions today, I thought his focus was more on personal and individual behavior, and I’m left wondering how we can use this model as leaders to influence others’ behavior.
I agree he was one of the best speakers for Class 12-01. Mr. Smith was very fascinating and motivating. I found it interesting when he said to use a window cleaner to wipe out our biases from our belief window. I believe that for leader’s to be able to influence other’s behavior is to show people what is right or do what is right at all times even if no one is looking.
This was one of our best guest speakers to date. He is absolutely right that the keys to success are 6,000 years old; however, his method of delivery made ‘obvious’ information fun to cover. The perspective of a window to view human needs and how that translates into action works well with the trademarked graphics and follow-along handout. In fact, the handout was one of the best ideas I have seen for a presentation to bring the audience into the subject material.
Our staff group felt that it was worthwhile to cover how this applies to organizational behavior and, if we had more time, we would really appreciate going more into depth on this. We felt that the best use of this ‘window’ perspective was to help other people view their actions and assist in shaping more positive behaviors. Uncharacteristically, we didn’t have any harsh criticism for this speaker.
After following the request of Mr Hyrum Smith, to take notes, think about his presentation for 36 hours and lastly to share his framework with one individual, I share similar thoughts to those provided by Maj Jones above. Mr Smith’s framework provides a clear means to identify the roots of personal behavior in terms of being a result of an individual’s fundamental need. As a leader, I find it more complex and challenging to address his statements that groups and organizations have beliefs that can be examined by his framework. I offer the following as one possible approach.
Assuming that most organizations are familiar with conducting “debriefs” or an AAR, they have a tool to identify behaviors and discuss whether those behaviors support the desired mission. According to the Unit Training Management guidance from September 2011, “The AAR is a structured review process that allows training participants to discover for themselves what happened, why it happened, and how it can be done better. The AAR is a professional discussion that requires the active participation of those being trained.” Upon further review of the AAR process it’s clear that it seeks to identify performance, in a similar function to identifying results from observable behaviors as mentioned by Mr Smith. For the remainder of this entry, I consider behavior/results to be the same as performance.
After completing the AAR process, the leader can dig deeper into the underlying aspects of behavior/results using Mr. Smith’s framework. The leader should take steps to identify possible ‘rules’ governing the observed behavior results. The leader’s experience and intuition will likely impact the number of possible ‘rules’ identified. Additionally, the leader can question subordinate leaders and participants to generate a list of possible ‘rules’.
The leader can then generate a list of possible beliefs that would support their assessment of the underlying ‘rule/s’ within their unit. From this list of beliefs, the leader can engage their officers and NCOs to address a prioritized list of beliefs they want to reinforce in their personnel and those they desire to counter. Additionally, the leader can implement themes to repeat in formal and informal venues to subordinates. These themes should assist in shaping the desired unit beliefs in the hopes of shaping rules and their resulting behaviors/results.
I acknowledge the above will be largely qualitative but it provides an opportunity to identify, address and change the underlying cause of behaviors/performance that can have impacts beyond adjustments to TTPs.
Maj Matthew Castillo, ILE Student