My executive coach, Sal Silvester, taught me a powerful lesson: our behaviors can create perceptions we don’t intend.
I was managing the product roadmap at ReadyTalk, and my intent was to be as inclusive as possible. So, I invited key decision-makers to sit at the table during a meeting while others sat around it. I thought I was making everyone feel included and informed, but the perception was exactly the opposite. My behavior unintentionally created a hierarchy, making some people feel excluded.
It was a valuable lesson in how often our good intentions can get lost in translation. I now use the Intent, Behavior, Perception model (thank you, Sal!) with my clients to illustrate how our actions can diverge from our intentions.
It’s a powerful way to give and receive constructive feedback. Instead of focusing on blame, we can ask: “What was your intent? What was the behavior? And what was the perception or outcome?”
This simple framework helps us get to the root of a problem and find a better path forward.
