Leadership

Effective Leadership is the linchpin for transformational change.

Our work with leaders leverages Richard Barrett’s work as described in the following excerpt from www.valuescentre.com.

Leading yourself, and leading others is not the same thing. You must be able to lead yourself before you can effectively lead others. Leading an organization is even more demanding and requires an additional set of competencies and skills than leading yourself and leading others.

Full spectrum leaders display all the attributes of the Seven Levels of Leadership Consciousness.  They master:

  • Survival consciousness by creating an environment of financial security and physical safety for themselves and those in their charge.
  • Relationship consciousness through learning to communicate openly, and by creating a culture of caring and belonging that engenders employee and customer loyalty.
  • Self-esteem consciousness by measuring and monitoring progress towards the organization’s goals, and keeping the organization focused on quality, excellence and continuous improvement, such that employees feel a sense of pride in the organization’s performance, and can pursue their professional growth.
  • Transformation consciousness by becoming responsible and accountable for their actions, learning to delegate appropriately, empowering their executives and managers, and encouraging them to pursue their personal growth.
  • Internal cohesion consciousness by finding a personal sense of purpose/mission to their lives; creating a vision of the future that is a source of inspiration for everyone in the organization; and engendering a climate of trust.
  • External cohesion consciousness by actualizing their own sense of purpose through collaboration with external partners in strategic alliances, and enabling their employees, managers and executives to do the same.
  • Service consciousness by aligning the needs of the organization with the needs of humanity and the planet and performing acts of self-less service with humility and compassion that support their employees, managers, and executives in doing the same.

Leading Self

Leading self requires us to master the five evolutionary characteristics involved in self leadership, as well as learning how to operate with a low level of personal entropy. Personal entropy is the degree of dysfunction orders order in your life that the presence of conscious or subconscious fear-based beliefs causes. Meeting others in the team or project requires us to master the five evolutionary characteristics involved in self leadership and team leadership, as well as learning how to embody the value of trust to create a team environment that operates with a low level of cultural entropy. Trust is the human characteristic that enables team bonding to take place. Without trust there will be no bonding.

Leading an organization requires us to master the five evolutionary characteristics involved in self leadership, leading a team, and leading an organization as well as learning how to embody the value of trust and empathy and create an organization that operates with a low level of cultural entropy. Entropy and empathy and trust are the human characteristics required for core operations take place. Without empathy and trust, human cooperation is impossible.

Leading in society requires us to master the five evolutionary characteristics involved in self leadership, leading others, leading an organization, and leading society as well as learning how to embody the values of trust, empathy, compassion and create an organization, community or nation that operates with a low level of cultural entropy. Without compassion, empathy, and trust, it is impossible to create a well functioning society.

Leading yourself: The Seven Levels of Human Motivation

Leading an organization: The Seven Levels of Organisational Consciousness

Leadership: The Seven Levels of Leadership Consciousness

For more information:

Richard Barrett, Building a Values-Driven Organisation: A Whole System Approach to Cultural Transformation, Butterworth-Heinemann, Boston, 2006, pp. 87-103

Richard Barrett, Liberating the Corporate Soul: Building a Visionary Organisation, Butterworth-Heinemann, Boston, 1998, 159-172