Category Archives: vulnerability
I have been reading a book by Carol S. Dweck called “mindset: the new psychology of success.
Dweck differentiates between two types of mindset. 1. Fixed mindset and 2. Growth mindset.
Initially she suggests that depending on our early influences, birth, family, educators.
From a leadership point of view, I am intrigued that both of these group have within them people who have become identified as leaders. Yet the leadership that is given can differ quite dramatically.
One leader can believe that things all have a place and ought to be in their place. Many of these leaders are influenced majorly by fundamental belief systems that proclaim this is the way things are intended to be. This is the fixed mindset leader.
Their leadership is fairly dogmatic, though it could be very benevolent and caring. However, there is no room left for questioning or offering a different option.
Another can be a the growth mindset leader who is aware that today failures pave the way to tomorrows successes. There is an openness to new possibilities. This form of leadership is always open to doing things better.
Which of these is correct?
A fixed mindset leader I would be going all out to prove to you that I was correct, the growth mindset leader, in their wisdom, would not attempt to change a fixed mindset person. It appears unfortunately the there is a, “No correspondence will be entered into”, policy. The jury for the fixed mindset leader is not “Still out,” but rather has passed their verdict and gone home.
A growth mindset leader is one who does not believe they have all the answers and as such will be open to consider options, there is no need to prove they have all the answers as they don’t believe they have. The belief is that development can occur, growth is possible, new awareness’s and ideas will manifest.
There is a massive optimism for the growth mindset leader. There is always a better way and we will search for it.
The fixed mindset leader is a very limiting place to be as there is no room for change, growth, development and new ideas. it is a very negative place to be as in essence there is no chance of anything different occurring.
Personally, today’s climate in business, politics, relationships, religious faith would be a better place if the focus of our leaders was on what could be, on growth and development.
As I continue to listen to the political debate in Australia, the UK, Europe, New Guinea, the USA, throughout the world; as I listen to the religious debate similarly throughout the world, I hear so much fixed mindset leadership, all fighting to preserve the status quo.
My prayer is that people as a whole will search for growth mindset leaders. leaders who will listen, question, ask why this way, could it be that way? Open to rethinking ways to do all that we do, so that it is more relevant, more efficient, more humane, more in touch with truth, honesty and integrity.
We are getting better and more of these leaders are materialising, however, the more of us who get on board, the soon it will reach a tipping point.
Probably for the first time this year I actually watched a game of Rugby League.
People have been talking about how Darren Lockyer, who plays for the Brisbane Broncos, truly is a great footballer.
This may be true, however, the greatest awareness that even though he is a great player, he is an even greater leader.
As I watched, I became aware that he is a low key leader, there did not appear to be any need to gain support for his leadership style, rather, he committed 100% to the task in hand and trusted everyone else in the team, they appeared to rise to the occasion inspired by his trust and belief in them.
He appears to understand himself exceptionally well, with a real control of his emotions. No show of emotion at all. No matter what mistakes his players may have made he appeared to be constantly affirming them to get up and move on. “No use crying over spilt milk”, so to speak. There appeared to be nothing in the way of rebuke.
Urging? yes. Empowering? yes. Totally in the present moment with the whole team. The sort of magic that freed his team members to know they are part of something bigger than themselves, yet at the same time be able to make independent decisions that would benefit the whole.
This awareness came to a head when he sustained an injury to his face. He lay dazed for a moment, then sat up assessing what had happened. He could be seen testing his bite and holding his cheek. he then runs, slowly to begin with, increasing in speed by the moment, to get back into the game. Once back he gets straight into the job in hand, affirming to the rest of the team that it was business as usual.
There was no show of anger, frustration, despair or even sadness. No, it was an objective assessment, a decision, then back into it.
The game reach full time as a draw. Extra time was called with a first to score being the winner process.
It was interesting as there seemed to be a “Leadership by Osmosis” process in place. The belief in the team players to know exactly what to do paid off as they positioned themselves to give Darren a shot at field goal. He took it and scored.
They won the game.
The servant leader style of leadership where’ “this is not about me” awareness was shown is massively empowering.
It created such a belief among the players that they all worked totally as individuals, yet totally as one. Each giving themselves to the total good.
I could not help think about so many businesses that could do well to exemplify this style of leadership.
Businesses that cannot work out what it is that does not bring out the best in their workers. That cannot see that the Boss, the Leader is the one who sets the tone.
That if the Boss, CEO, Manager does not show that they care deeply for each and every member of their organisation, ahead of caring for themselves, then the organisation will struggle with apathy, lack of commitment and higher than usual turn over of staff.
It was a great experience to see this example of how to run a successful business using a great leadership style being played out in a game. And being played out so obviously to me.
Checkout your organisation or business. If it is not running like a well oiled machine then checkout your leadership style. That will be what is creating the difference.
The great awareness is that you can change your style, “If you want to”.
So if you want to but don’t quite know where to start, email me, no matter where you are. I would love to be part of your journey.
How well can you answer the question: “Who are you?”
Not: Who would you like to be?
Not: Who do you think you are?
Not: who do I want everyone to think I am?
No: Who are YOU?
Objectively — What are your strengths and weaknesses?
What is you “shown” side and your “shadow” side?
Each of my clients-before I see them for the first time is asked to do two personality assessment. DISC and Enneagram. The reason why these two and not the many others is another future post.
They give me an in depth awareness of how–through a series of questions that you answer– you are seeing the world at this moment.
They do not define you. All they do is tell me how things are at this moment. 12 months ago or in 12 months time the result could be different.
I then get you to look at the summary of awareness that your answers have suggested is you at this moment and ask you in what you have read:
How much do you recognize of you and are happy with?
How much do you recognize of you and are not happy with?
How much would you like to recognize but can’t?
How much do you not recognize and are glad that you can’t?
This is the process of getting to know “who you are”.
In “Snow White and the Seven Dwarves“, the queen had a magic mirror that she was able to ask about who was the most beautiful in the land. It usually answered that she was but once Snow White was old enough it gave her the honest answer. Her step daughter, Snow White was.
How willing are you to allow your mirror to talk back to you and give you an honest answer?
If you asked it: How good a listener am I? How caring am I? How open to ideas am I? How easily do I lose my temper? How arrogant am I?
Would you be open to the answer that the mirror would give you?
To be a good leader one needs to listen to the mirror.
All Leaders definitely need a mirror. Someone to help them to come to terms with what the rest of the world sees when it looks at them.
As a coach I facilitate, for leaders, this process, as the starting off point for learning truly how to be a good leader.
If I may be so blunt as to ask this question: “Do you truly know who YOU are?
If you can’t answer in all honesty yes, then we need to talk.
Drop me an email. Respond to this post. Don’t waste any time.
The rest of the world sees you as you are. You are the only one who may not.
Get some certainty that you are projecting to the world the message that you say you are projecting.
Make sure who you think you are is how others actually see you.
There was a time in my life when I truly believed that all I had to do as a leader was to have the answer to the questions I was being asked. What do I do here? Go and do such and such!. End of story. I even thought that as long as I kept people happy with directions as to how to do life then they would appreciate me.
I came unstuck early in life when at 12 years old, I attempted to tell the kids around my area, (I lived in a large block of flats with a lot of open space and numerous families surrounding our flats), as they gathered to play cricket on our disused tennis court how they would do it, guess what, they all knew better, even though I knew my idea was better than theirs and it was their solution to their issue.
It was suddenly back to the drawing board. I had not even found out if they had a problem with how they would play their game. (I always volunteered to keep the score), So what is it that I could do to help? Maybe if I asked what was the issue.
So I did. They told me what was going on. I asked some questions around what I heard. They answered those questions, I thought and asked more questions.
Obviously I had thought I knew what their issue was and got it wrong. So I needed to find what their issue was and as I wasn’t able to second guess it, then I needed to put a far greater effort in having them define it for me.
That process was a lot slower and a lot more frustrating, however it was a lot more successful. It achieved what I had not been able to achieve.
I could work at giving people the answer to their problem, as I saw it, or I could seek to find just what the problem was that they had.
Funny, in so many case I have now been involved in, the answer was the same. What then was the difference?
I was a bit of a slow learner, however, I finally realised that the person who had the issue seemed to feel happier when they came up with the answer themselves. They also seemed far more committed to making it work whenthey believed it was their solution. So I learned to let them and in fact complemented them when the Ah ha moment arrived.
This was the beginning of my journey. When I realised that people responded better to their own contemplations of the problem that to my telling them what they needed to do.
Some 50 years later I found that this is the essence of coaching. The consultant and sometimes the therapist come in and tell one how to run the business, how to solve the problem, basically how my answers will deal with your issue, even though I have no idea what the real issues are.
Rather, the question asks, tell me about your issue? How is it truly an issue for you? It then goes on to ask questions about how else is it an issue for you, searching to find how this issue can truly cause you a problem.
It then searches for how, you may consider, the problem could be dealt with. Challenging the client to stretch at finding possible responses to the issue. looking at those responses and contemplating the value of each considered response.
By a process of elimination and brainstorming, somewhere, the real answer to the issue appears to turn up, out of nowhere.
It didn’t turn up out of nowhere really. I turned up within the process of searching ones own data base and being willing to be open to the searching process.
Rather than be driven by the fear of not knowing what to do. There was an openness, a vulnerability, to allow oneself to be in a searching role but not yet have an awareness of what the answer may look like.
This is the creative role, the leadership role. To be willing to sit within the space of not knowing. Not needing to answer any questions. Just being open to the realisation that the answer will arrive, as long as we are faithful to the process and to trust it, letting go of any desire to control the outcome.
Sometimes very hard to sit there and shut-up when others started solving the problem that I believed I was the one who had the answer to it.
My response. Let it happen, after checking if there were ways I might be able to be involved.
I had achieved the miracle. I now saw a Leader in a different light. A new role, to facilitate, empower, stretch people to come up with their own solutions.
Interesting when this happened, I could actually take a breather because I was no longer needed to be the person who had to have all the answers. I could delegate to others and forget about the issue until they reported in later.
One of the last businesses that I led was one where we were all leaders, sharing the roles, bouncing ideas off each other, all coming up with ideas, all taking responsibility for where we were heading. It was really quite fun.
I have sat painfully observing so many Leaders both in business and government.
My observation is that they believe the process of Leadership is just being able to strongly claim that they have the answer and tell people to follow it.
There is little consideration as to what other peoples point of view may be, except to rubbish it because it is not like theirs.
The polarity style of Leadership appeared to work somewhere in the past. On deeper study of history it probably only worked because those who were pushing thier particular point of view, riding rough-shod over large numbers, were also writing the history.
As long as I tell the story about what happened, I can explain how those silly people who did not follow orders, ended up being removed.
In 1969, I was dismissed from my role as assistant priest in a Queensland Parish when I disagreed with the authority who told me I needed a haircut. I and numerous others did not believe I did, or that it was the authorities role to dictate that.
That is minor compared to the narrow minded and bigoted beliefs that influence so much of the leadership directions of government and business officials.
Here we are, in a time in history, where we consider that so many people are exhibiting enlighten behaviour, contemplating others best interests, working for the good of humanity. Whilst we are experiencing such incredibly strong influences of negative influence.
United States of America houses of government unable to work an intelligent response to the financial crisis that years of turning a blind eye, (on both sides), has created.
All sides so strongly claiming their perception is right and therefore any other perception must be wrong. No one seems willing to point out and no one seems to want to listen anyway, that a perception is just that, a perception. They are only individual subjective points of view, forged in the initial cradle in which we were nurtured, habits of history.
Yet we are seduced by the person who comes on strongest with their definitive belief in their perception. Somehow we are attracted to the one who speaks in a god-like manner with great surety.
With my study of Logic at high school I saw that when what were called the Logical fallacies were used in debates, somehow, people were able to be convinced of the rightness of a issue, even though on fuller examination the presentation was seen to be fallacious.
I have more recently seen presenters of the ilk of Tony Robbins and Christopher Howard, just to mention a couple amongst many, bring a whole room into rapport and then sell to the people in that room, things they may have not purchased when not in rapport. NLP can be used a tool for good, it can also be used a manipulative tool.
However, we a willing to sit mesmerised by the highly definitive leader who tells us exactly what we need and, interestingly enough, we will accept, without question in many instances, exactly what he tells us. Even we disagree, we will only express our disagreement to the TV or radio, not out in public.
I have just found an article on Wellbeing Magazine’s Web site entitled Narcissism . Rather interesting as it is looking at a similar area of interest.
My main focus, as a person who works with businesses and individuals who are searching for how they can grow their business through growing their Leadership, is to get these organisations or individuals to search just what is true Leadership.
Is it to get people to follow, along the lines of the “Pied Piper of Hamelin“, blindly in whatever direction we want them to go. Or is it more. Or could it be more.
I believe true leadership is to empower ownership of the project by all the key stakeholders in such a way that they are working as a team to produce whatever they are all involved in producing in a most effective and efficient way, gaining as much input from all players so that it is truly democratic, that is 100% acceptable, as opposed to political democratic which is 50.1% acceptable.
What kind of leaders are you? Do you manage to get all the ducks to line up and fit into the direction in which you want people to go? Or are you open to looking at a variety of options with an open mind, searching, working at finding the best possible action, at this moment, to go with, whilst keeping open the possibility that new awareness’s may arise.
Ask yourself the question. What kind of Leader am I? and the question that asks, can I do it better? How open are you to looking at your Leadership style?
Message me if you wish to go further in your search to be the best you can be in the Leadership arena.
I have recently had dealings with an organisation who trains people in a specific modality.
A friend of mine went along as my guest. They purchased a program from the training for a future training early in 2012. Total money upfront.
They then came upon a hardship where their car needed replacing anmd money was not as present as they would wish.
They asked if the money, less a discount, could be released back to them, to allow them to get to work and that they would arrange a payment program to ensure that they would be able to attend the training when it arrived.
The answer was no way. There was little compassion if any. No opportunity to talk to a decision maker, The gate keeper was brilliant.
The suggestion was to put the request in an email and it would be considered. But probably not acted on.
Now the issue has been resolved but there is a sour taste in the mouth. This business is seeing itself as caring for people but one could be forgiven for questioning that. Money seems to rate much higher than people.
I know a business has to survive. Making money is what it is all about. However, in my constant interaction with businesses in my role as a coach. I am constantly amazed that the ones who truly succeed are those who put people before profit.
My referral has put some $10000 worth of business their way. They will now loose that ongoing referral because i do not appreciate that style of business.
When a business looks after me, I will go out of my way to be loyal. In fact that is what businesses need to be nurturing. If the right thing is done by the client then there is a great chance that the loyal client will never be lost to that business.
Existing clients are worth holding onto.
It costs a large amount to market to gain new clients. One small act of generosity, (There was no money to lose, only the delay in receiving it), was all that was needed.
I had need to go to a conference at the George William Hotel in George St Brisbane. I was early so ordered a coffee. Went and sat down and started reading. 5 minutes later a waiter asked if I was being looked after. I told him I had ordered a coffee 5 minutes earlier. He acknowledged and left, he returned a few moments later with a coffee, apologised profusely, advised it was on the house because of the slowness in it being brought to me.
This was true service. I had not complained, however, there was a perception with the waiter that the organisation had been remiss in its service protocol. I thanked him and acknowledged his actions as being truly admirable.
I have since mentioned that place to a countless number of people because of its commitment to customer service.
I had opportunity to talk with two separate Used Car salespersons. Contrary to the conventional image of used car salespersons. These were exemplary. They went out of their way to be sure that the product they were selling was put in the best possible light. bending over backward to be sure that the customer was looked after. No they weren’t being Father Christmas or the Easter bunny. They were overdelivering.
My recommendation is that if the leader does not care about the followers, then the followers will lose interest in the Leader.
The Leaders main focus is not to be the Leader. It is to be the followers, clients, customers, staff, contractors.
The true leadership model is the one of serving, of caring for the followers.
I have experienced both styles where the Leaders cared and where the Leaders could not care less.
I know which vehicle I will be hitching my wagon too, and, if you haven’t guessed already, it will be with the one that cares.
One of my challenges in life is that I have a belief that people would want to do the best. That is an objective best. Some would say I am a naive idealist.
The response is that the world is not that way. People don’t do the right thing! It never works out perfectly! You just can’t trust people to do their best! People will always attempt to rip you off! You can never trust anyone!
I do have this ideal about what leadership ought to be. Yet as I look around me I see so much that is purported to be leadership thinly disguised. Disguised as leadership but in essence it is ego, it is greed, it is power, it is manipulative, it is controlling.
It is not about true leadership, which is for the good of the whole, rather it is about a form of power that is only interested in achieving it’s own specific agenda.
I have always been the person who sees the good in people, even if it is only 10% of their behaviour. Who could see the capability, in amongst the failure. Who could sense the potential when all seemed dark and future-less.
Periodically I drop into places of despair because I can see the big picture of a world where everyone listens and is interested in what the other person thinks and feels, yet the world cannot see it. Rather it only sees agenda, politics, polarities, black and white. Right or wrong.
I have just watched a DVD called “An American Affair”. This is a 2009 film of the J F Kennedy era of history. It could be a whole group of DVD’s but this one happened to be it for me today.
I saw a whole group of people who would stop at nothing to ensure that their point of view was imposed. I know it is perceived as conspiracy theory to speculate as to how he died, however, it could be perceived that if nothing else, there were a whole group who were overjoyed when JFK was killed.
Okay, what has this to do with Leadership?
I believe it has a stack of things to do with it.
One of my compatriots who write a brilliant blog and is highly capable of summarizing others writings is Graham Stoney, he did a review of Brad Blanton’s book “Radical Honesty” . I see the focus here on how honest are we willing to be.
My question in leadership is are we willing to be totally open and honest with our agenda so that all the stakeholder are truly on a level playing field.
It would seem that if leadership cannot have total honesty and integrity then it is lacking in true leadership.
In all honesty, what is your leadership style? Are you being totally honest with those you are leading?Can you truly look yourself in the mirror and say, “I have given 100% of myself to this business that I am leading? I have given 100% to the people I am leading?”
For interestingly if you can’t say that, then the people who you are committed to lead will be aware of your dishonesty and they will not give of themselves either.
The followers will give as much as their leader and the depth of their commitment to the process is reflected in how they appraise the depth of honesty and commitment of their leader.
Great food for thought!!!
Is there something better that you could do
Just what is the major ingredient for a good leader?
The more I played with this thought, the more I came to see that just about anyone could be a good leader.
Intelligence or education was not necessarily a criteria because I had seen some brilliant leadership shown by people with Downs Syndrome. I had seen similar leadership style with people who had never studied beyond 4th year at primary (grade) school.
Training or natural skill was not a criteria either as I had seen some people who had never once taken on a leadership role, suddenly have it thrust upon them because of a death in the family, or in such organisations as Outward Bound where the original leader was hurt and a relatively quiet follower suddenly morphs into view and takes over seamlessly.
There are other criteria but in all cases , except one, it seems that leadership does not hinge on them being possessed.
That one thing that seemed to be present in so many good leaders, remember the emphasis is on good, was that they knew who they were. They were not caught up in the belief that they had to create a specific image to be the leader.
No BS, No airs and graces, no pretend to be what they were not. They were totally honest about who they were, completely at peace with themselves.
They knew who they were, both their strengths and their weaknesses. They were trusted because the potential followers saw in them, someone who was open and honest and at times would admit that they didn’t have all the answers.
In my coaching model I initially spend quite a bit of time working with my client using different profiling and typing tools to help them get a generic awareness of just who they appear to be, so they can grow a fuller understanding of what makes them tick.
Some of the awareness’s are challenging to the client as there is within many of us an unwillingness to see the obvious. As the Robbie Burns poem, “The Louse” says, “O would some power the giftie gie us to see ourselves as others see us”. Or in the English we better know, “O would some power give us the gift to see ourselves as others see us.”
It takes a great deal of openness and honesty to have our faults and failings pointed out to us and to accept them, take them on board and do something to change them. The usual temptation is to jump to defend our position or to justify ourselves. Whilst at the same time possibly choosing to shoot the messenger.
We do what we do and tend to believe that that is the way it is. Choosing to see that anyone who does not see it our way must be defective. My mother used to quote Robert Owen, “All the world is queer save thee and me, and even thou art a little queer”. Before queer acquired a homophobic inference. It was from her that I began to see the wisdom of the poem.
To believe that I was the only one who was right all the time, and on their disagreement the other person, by definition must always be wrong, was the premise that so many worked from in many areas of life.
The person who truly knows who they are, or, who at least is on a journey of self knowledge, is the one who will make the best leader.
The responsibility of profiling tools is not just to point out who one is. Rather they are pointing out where the journey of self awareness starts.
When I can accept who I am, then I am in a much better place to accept who you are. With this understanding I am in a better place to listen to your understanding and add it to mine. This is synchronicity. This is when you observe that that the combined awareness of two people working together is far greater than both awareness’s taken independently.
Self assessment for a good leader is ongoing. As my coaching model is followed through we keep coming back to asking the question, who can I stretch to become, (What can I be that I did not realise I could be?) who have I now become, (How have I grown in understanding and awareness through my recent experiences?)
I am happy to work with anyone who is open to search for awareness of who they are and for who they could be.
You could develop your leadership style!
As a culture are we total happy with where we are at this moment?
As Leaders: is the workplace, the community, the state, the country, the world working at its best? Or could it actually do things better?
Is where we are now perfect? Never ever to need reconsideration? Or is that just wishful thinking?
I keep hearing that the world is in trouble, and that we need Leaders who will lead us out of here. To a better place.
Through his research Claire Graves identified that discrete patterns of thinking, (psychological systems), emerge as our brains re – calibrate themselves, through a bio-chemical process, to meet the new needs brought about by changing life conditions.
To put that simply. We develop new ways to deal with new situations.
The challenge with this is that so many Leaders deny that the new situations exist. So no new ways are developed.
This creates new issues as the “New Situations” continue to present.
If one attempts to hold back the progress of time, sooner or later time will catch up with them and override them, swamping them and proving them wrong.
To really be a true Leader, there is a need to be constantly facing up to the question, “Is there a better way?” “Are we doing the best possible we can be doing at this moment?”
This is what being a true leader is. Always listening to the comments from all within the system we may be in, constantly asking the question, what is this question about? What can I learn from this question? how can we grow from what is being asked?
Leadership implies openness. On an expedition does the Leader really know where they are at any moment and do they really know where they are going? They have an ideal goal.
They have a perceived direction. But the question is that when a fork in the road appears, is the Leader aware of the challenge and are they ready to make a choice? How quickly can they reassess the goals they have set and set new ones to cater for the new awareness. Are they open to conversation and another way of thinking?
If there is no openness, no willingness to reconsider and make new choices, then probably the person is a manager. Whose role has a possible definition of maintaining the status quo. Managers tend to rearrange the deck chairs on the Titanic.
True Leaders work at building a new and better system that is not limited, but rather open to a variety of possibilities. That will not choose to do fear or blame. That will rather say, “Interesting Evolutionary Experience, so where to from here?”
Constantly open to searching, no matter what. Looking for the opportunities to grow and take their organisation, their group, their team, onto a new tomorrow.With new awareness’s, new challenges, new possibilities, ready to do the whole process over and over again.
So many of the models of Leadership that we are taught were great when they were penned. However, we need to be prepared for a more open, flamboyant, searching style of Leadership that does not know the answers, but is willing to get out there, get their hands dirty in the search for “Where too from here?”
Is your Leadership style moving you and your organisation forward, or is it holding you back?
It is the organisation that has the most flexible, open style of Leadership that will flourish in the years to come. The other style will lead their organisations to become dinosaurs.
We constantly hear that the only constant in life is change. True Leaders are open to that change, willing to consider, to ask why not, rather than why.
If you really wish for your organisation to flourish in the coming years, then the proactive, open, listening, querying way is the answer. Anything else leads to complaining and a swift demise.
Sometimes it is hard to assess where we are. There is a need for an objective outsider to ask us the right questions, to challenge us, to question what we are really attempting to do. That is what Leadership Coaching is all about.
Just how prepared or open are we to creating the new possibility. If the answer is yes we are, then you are a Leader: for the rest it is back to the drawing board, to be reprogrammed. To reconsider just what the changing conditions of life are and whether we can do something to workout how would be the best way to meet them?
As I observe the world perception of Leadership, I scratch my head.
Leadership appears to be perceived as, “I tell you what you ought to do”.
The response expected from people appears to be “yes sir, no sir, three bags full sir”.
I mentioned in my last post about the different levels of leadership as seen by Spiral Dynamics.
Over the last few days,my observation has been that from the political emphasis of our society, to the pharmaceutical/medical perception of society and on to the legal perception of society, leadership is either “do it or else, for my words are law” . Or “the system has this answer and we all agree with the system, because the system is right”.
These are Red and Blue tier is Spiral Dynamics click here to read more.
There does not see to yet be a majority perception that says “lets look at what has been suggested and see how we can learn and grow from what we are now experiencing.”
This awareness is where leadership is heading, it is the yellow tier in Spiral Dynamics. Yes, I have jumped a couple of levels in that system, however, I can see that this level is the one that is able to observe what is happening and be open to seeing all sides of the awareness. It seems a great place to aspire to as leaders.
This is the perception that does not see black or white. Rather it is able to see the nuances of what is in between, the greys.
It is no longer interested in exclusive definitions. Rather it is focused on inclusive understanding.
What are you actually attempting to communicate to me? Is the question.
The desire to be in a place where I totally get what you are telling me.
I am intrigued that people are so focused on achieving their agenda that they are not open to what the other person is really attempting to say.
Isn’t the listeners role to actually listen?
If this is so, how come we so easily move to interpreting what is being said from our own perspective? Surely we have now moved from hearing what others are saying, to hearing what we want to be heard.
To me Leadership is less in telling others how it is, and more on listening to how others perceive how it is. David Rock on the cover of his book “Quiet Leadership” says, “Help People Think Better–Don’t tell Them What to Do.”
As a Leader, how open am I, are you, in actually hearing what our staff are wanting to say to us.
In the 1990’s there was an awareness of what became called MBWA process. Which meant “Management By Walking About.”
That is, listening to what the staff are attempting to tell me about how I can improve on how I run my business.
The main issue is whether I, as the Leader, am open to these thoughts and awareness’s.
My intrigue is that so many times I find that the leader is caught up in their agenda, rather that the good of the team, the group, the organisation.
Question? What is going on? How open am I to getting to the bottom of the issue? Am I seriously involved in being open to the possibilities?
Leadership would do well to go back to the basics. Assess what its role is intended to be. Then reapply itself to future growth.
What is going on? Either we are focused on growth and moving forward or we are caught up in maintaining the status quo, for no other reason than it is the status quo. Not a Leadership role.
The challenge to us all is to step outside our comfort zone and truly become Leaders who are seeking to make a difference, open to all possibilities and options.