Competencies for
conscious leadership
- Top teams perform at their optimum when the leader understands the importance of listening, is able to reflect, and has the courage to share their thinking fully, no matter how tentative.
- Top teams have leaders who not only function from their strengths but are aware of their blindspots and know how to focus on including these in their perspective.
- Top teams have leaders who commit to self-work as well relationship building.
- Top teams have leaders who know how to coach team members to enhance creative solutions-focussed thinking.
“Approximately 5% of leaders in the West operate with the mental and emotional capacity needed to manage complex, systemic change and reliably generate organisational transformation.”
– Barrett C. Brown, Ph.D. The Future of Leadership for Conscious Capitalism (2014)
Leaders, do you:
- Lead by example?
- Have engaged employees?
- Use intelligently focused delegation to grow and inspire others while freeing up valuable time for yourselves?
- Possess great resilience in times of uncertainty?
- Constantly develop self-awareness so that you can relate to others better?
- Recognise blindspots and how to refocus these?
- Understand and work well with different world views and values?
While assessments for personality and learning styles like Insights and Myers Briggs are all useful typologies for understanding on a horizontal axis, what I work with is developing on a vertical axis. This axis indicates levels of increasing complexity, increasing consciousness. We don’t need only to recognise the class or type difference between one thing and another, leaders need to know the level of complexity that a person is capable of in any one typology.
My leadership development training is for leaders who are consciously developing an ability to hold multiple perspectives with ease instead of judgement, with curiosity and interest instead of condemnation of difference.
“Instead of collecting the dots, how about connecting the dots”
Here’s how I connect the dots. Leaders need diverse skills and knowledge sources, including the competencies of expert coaches, as a way of life.
Vertical Development for Leaders and Coaches
Five 3-hour modules – 12-24 participants.
These sessions develop an understanding of how the social brain works; how to practice a methodology for engaging the social brain to enhance relationships with teams and colleagues.
Three specific objectives:
- Lead high performance
- Deal with conflict
- Focus the team
Purpose – to understand:
- the reasons that change is hard at a biological level
- how to turn overwhelming threats into manageable threats
- how to help others think the future in the face of change
- the skill of regulating own and other’s emotions effectively
- how to optimise relationship while having tough conversations – like giving hard feedback, or managing performance
- how to lead efficient, effective meetings that maintain attention, creativity, and ease
Each module includes theory, practical models and then real-time practice using actual workplace scenarios. Participants are requested to practice on-the-job between modules.
For more detail on each of the five modules;