Potent Leadership is a matter of being aware of what is happening in a group and acting accordingly. Specific actions are less important than the leader’s clarity or consciousness. That is why there are no exercises or formulas to ensure successful leadership.
Potency cannot be calculated or manipulated, nor is it a matter of trying to look good.
Three examples illustrate differing degrees of potency in leadership:
1- Potent: a conscious yet spontaneous response to what is happening in the here and now; no calculation or manipulation.
2- Less Potent: trying to do what is right. This is calculated behavior based on the concept of right, and manipulative behavior based on an idea of what should happen.
3- Least Potent: imposed morality. Imposed morality rests entirely on should and shouldn’t. It is both calculated and manipulated, and meets resistance with punishment. It sheds no light on what is actually happening. It often backfires.
Leaders who lose touch with what is happening cannot act spontaneously, so they try to do what they think is right. If that fails, they often try coercion.
But the wise leader who loses the sense of immediacy becomes quiet and lets all effort go until a sense of clarity and consciousness returns.
Leadership is not about putting on a mask, is not pretending to be somebody else. Authentic leadership is to be aligned with our values, our passions and ambitions, our being.
It is to accept our forces and our vulnerability. Being Authentic does not mean being naive. It is self-knowledge, knowing and learning to know ourselves. It is to forgive ourselves of what we find repellent in us. It is about exposing ourselves, taking risks, getting out of our comfort zone. True leadership is to want more for ourselves, for our project and for other people. It is working to go for more. More connection, more intensity. It is contributing to this world in the way we want to contribute. Bringing our vision, our hearts, our energy, our vibration. Are you being an Authentic Leader?
Subject or object. Having or Being What are you object of.
Dare to be you
What you are subject of. Having or Being? Where is your challenge? Make no mistake with objects. Possessing adds nothing to who you are. Possessing is to be possessed. Be a subject. Make no mistake with subjects. Do not be anyone's subject. Do not let anyone define you... Nobody will help you be you. You're not an object. Subject or Object. Object or Subject. What is your focus? What is your goal?
Companies recruit their staff for their skills and potential.
And manage them from their shortcomings and weaknesses ...
Managers struggle to see anything but what is missing in their collaborators, what has failed, what has not worked, where they have not performed.
Their relationship often becomes one of suspicion, doubt, distrust, tension...
Modern leaders need to focus in their relationships on the potential of their team and collaborators ... Instead of getting stuck in their weaknesses, they should see them to their full potential and capabilities.
Instead of talking to their weak, fragile version, they must relate to the more powerful, more capable, more creative, more complete version of themselves.
What are you negotiating? Are you part of the subject? Negotiating is being able to look at a topic from all perspectives in order to study and build solutions. If you are part of it, you'll hardly take distance, adopt other perspectives, turn around the subject. Separate people from the subject. Isolate the subject from you or the other You will make it more manageable, less vital, more solvable. What is the subject?
Do you feel you are different and ignore others, not wanting to know about them... ... or ... Do you respect differences, looking at what others contribute to, learning from their approaches, their contributions. Are you competitive, fighting to become more efficient and productive than the colleague ... ... or ... Generous, supporting others, learning from them and building winning collaborations. Are you in scarcity, contempt, distrust, individualism ... ... or ... In abundance, humility, support, collective spirit. What is more natural to you? Where do you feel more comfortable? Are you dividing or bringing together? Competing or sharing? Criticising or trusting? Do you Separate or Unite?
92% of the time we are in our thoughts, in our reasoning. Although we seem to listen, we focus on ourselves. We listen to respond, not to understand. The basics of negotiation are to build solutions with the other party. Listen until the end to what the other is saying. Listen to what they say and to what is not said. Leave them their space. Hear them really. Only this will help you co-build a powerful solution.
Do you know how to say no for what is important to you?
It's easy to say "yes". The art of leadership is knowing how to say "no". What do you want in your life? In your work? Where are your limits? Do you respect them and do you get others to respect them too? Being aware of your own desires and limits is essential to feel good about yourself ... if you can express your limits when necessary. What is really important to you? Where is worth putting limits? Do not stay with an internal conflict. Express your position. Speak up. Communicate. Negotiate. Do you know coaching can help you develop these abilities? Contact us at firstname.lastname@example.org
A collaborator comes to the wise leader and says: - I have to tell you about the behaviour of one your team members The wise leader: - Let me stop you: Have you passed what you mean to tell me through the three filters test ? - The three filters ? - Your words must pass through three filters . The first is the truth. Have you checked that what you want to tell me is true? - No, I have heard about it and ... - Well, then you have certainly made it go through the second filter, that of goodness. Is what you want to tell me something good? - No, quite the opposite .... - Turning then to the third filter: is what you want to say useful? - Useful? Not really ... - Well... if what you want to tell me is neither true nor good nor useful, I prefer not to hear it. As for you, I advise you to just forget it.
Why hire different profiles, personalities, people? Why recruit people with different pathways, studies, with atypical original experiences ?
Because they bring a different look, new perspectives, innovative reasonings ... The difference is not intended to be competitive, to create competition. It brings complementarity, wealth, questioning, debate, creativity, innovation. Do not recruit clones. Hire different, diverse people And take advantage of this difference, encourage it, allow it to express and enrich the team and bring innovation and results. Do you accept the difference? Do you let it express itself? Do you allow it to contribute to the organization, to the business? Email us at email@example.com for more information on these questions... or to inquire how coaching and training can help you address your challenges