From Vicious to Virtuous Cycles: A Leadership Shift

Much of the work managers and leaders do involves shifting focus from what we don't want, to envisioning the outcomes we do want. A useful way to think about this is transforming vicious cycles into virtuous ones.

In a vicious cycle, events that seem isolated actually feed into each other in a negative feedback loop, causing outcomes to worsen over time. Without intervention, these cycles continue to spiral downward.

On the other hand, a virtuous cycle is built through positive reinforcement, where actions and responses lead to better outcomes over time.

Both types of cycles rely heavily on feedback loops, which can be:

• Direct, through explicit communication
• Indirect, through subtle cues or behaviors

These feedback loops influence how people respond and interact with each other. Let’s walk through two examples to illustrate both vicious and virtuous cycles.

Moving Through Bias: From Vicious to Virtuous Feedback 

 DeEtta Jones, 2017

Example 1: The Vicious Cycle

Consider this scenario:

• A white male manager sees himself as fair and open-minded.
• He receives feedback that his behavior is perceived as racially or gender biased.
• This triggers a shame response, an unhelpful and often unhealthy emotion because it attaches to his sense of identity. Not feeling control beyond what he perceives as a problematic sense of identity, he loses confidence that his efforts will be seen as genuine.
• He stops engaging, avoids understanding the feedback, and fails to explore solutions for more inclusive future behavior.
• This lack of engagement reinforces the initial perception and creates a downward spiral in the relationship. 
• No effort is made to repair the dynamic, and the situation deteriorates over time.

When leaders stop seeking to understand, relationships spiral, and 

what could have been a moment of growth turns into a missed opportunity.

Example 2: The Virtuous Cycle

Now, let’s consider an alternative:

• The same manager receives the same feedback about bias.
• Instead of reacting with shame, he feels guilt, a normal and healthy emotion when he perceives they may have done harm. This leads him to reflect on the behavior.
• He recognizes the need to explore how his actions were perceived, caring about the worldview and experiences of the other person. 
• The manager takes the initiative to have a conversation with the person who gave the feedback, seeking to understand their perspective.
• He enters the discussion by apologizing, acknowledging his mistake, and expressing willingness to learn and be vulnerable.
• Together, they agree on new behaviors that reflect shared understanding and commit to checking in regularly to continue learning.

This approach nurtures a virtuous cycle, where mutual learning and future-focused behaviors lead to stronger relationships and better outcomes.

Key Takeaways for Leaders

The vicious cycle example shows how easy it is for misunderstandings to worsen without effort to address them. But by fostering a virtuous cycle, leaders can create positive change.

To encourage virtuous cycles, leaders should focus on:

• Emotional Intelligence: Recognize and manage your emotions in response to feedback.
• Cultural Competence: Understand where you are coming from, including your biases, and be open and curious about the worldview and experiences of others. 
• Vulnerability: Be willing to apologize, acknowledge mistakes, give grace to yourself and others, and engage in uncomfortable conversations.
• Listening: Truly hearing what the other person is saying and genuinely seeking to understand.
• Future orientation: Look for solutions and behaviors that are agreed upon and satisfying to both parties moving forward.

By intervening in a way that builds connection and understanding, we can break negative patterns and create environments where growth and collaboration flourish.

Sending love, 

DeEtta