best practices WE ADOPT in our FACILITATION
OF leadership and organization transformation
Joanna Barsh of Centered Leadership McKinsey has developed a robust model of leadership mastery. There are five dimensions for being a centered leader. To become a great leader in teams and organizations these five dimensions would allow a leader to extend his range of choices and actions. With these five dimension, a leader will see more possibilities, handle adversity instead of avoiding it, transform him or herself to meet complex challenges without easy solutions.
Centered leadership works across cultures, across industries, across pretty much everything. Developing leadership capability is a journey. It consists a whole integrated aspect of meaning, framing, connecting, engaging and energizing
The Leadership Capability development begins with opening up self awareness.
The first stage of Leadership Capability development consists of delving deeper into the self iceberg and let go off inner barriers. This new discovery will also reveal our level of consciousness (Barrett's 7 levels consiousness of Richard Barrett). The self leadership journey is complete with the collapse of limiting belief around values and collapsing inner burden of disaligned self identity.
Richard Barrett's Values
Richard Barrett’s Seven Levels of Consciousness model, founded on the principles of values-based leadership, is a guide to achieving exceptional performance in organizations. Barrett’s framework based on his extensive research across organizations and increasingly whole countries is an extension of Maslow’s Hierarchy of Needs.
Richard Barrett has developed his Seven Levels of Consciousness model so that each of his levels relate to Maslow’s levels as below, though Barrett had adapted Maslow’s levels a little. Maslow’s 1 and 2 are combined into Barrett’s ‘physical’; 4a and 4b above become ‘transformational’; and 5 and 6 are divided into ‘internal cohesion’, ‘making a difference’ and ‘service’.
The critical change is the move from need to consciousness – Barrett’s contention is that where an individual still has a need, though it is unconscious, they are limited from progressing to a higher state of motivation.
Theory U proposes that the quality of the results that we create in any kind of group is based on the quality of awareness, attention, or consciousness that the participants in the system operate from.
The success of our actions as organizational leaders, entrepreneurs, or change-makers does not depend on What we do, or How we do it, but on the Inner Place (operating software) from which we operate.
When we facilitate the Theory U, we operate from the deep knowingness that within any group of organizational leaders, all the knowledge that is necessary for change is present in the room. By the quality of questions, and the flow of facilitation, we are able to tap into the collective consciousness of the group, and into higher levels of group awareness and strategy.
This powerful insight into the deeper source awareness set us on an intriguing path of integrating the leading practices in leadership, management, marketing, economics, neuroscience, contemplative practice and systemic thinking.
One of the tendencies in organizations is that leaders feel pressure to solve problems quickly, to move to action. So they minimize the time spent in diagnosis, collecting data, exploring multiple interpretations of the situation, and alternative potential interventions. To diagnose an organization while in the midst of action requires the ability to achieve some distance from the “on-‐the-‐ground” events. Heifetz and Linsky use the metaphor of “getting on the balcony” above the “dance floor” to depict what it means to gain the distanced perspective necessary to see what is really happening
Adaptive leadership, developed by Ronald Heifetz and Martin Linsky of Harvard Kennedy School of Govenrment.
What makes some organizations more adaptive than others? There are five key characteristics: Elephants in the room are named Responsibility for the organization’s future is shared Independent judgment is expected Leadership capacity is developed Reflection and continuous learning are institutionalized.
Stages of Development Framework
Leaders develop through a series of sequential stages that are universal and invariant. To ignore this reality is to jeopardize our efforts to transform organizations and develop effective leaders. No organization can organize at a higher stage of development than the consciousness of its leadership. Deep systemic change occurs only if we can be the change we want to see.
This is what Bob Anderson found through his thirty years research in leadership.
System design and effectiveness is interdependent with the Stage of Leadership. In a business transformation, as a critical mass of leaders within the organization develops to a new stage, a tipping point is reached, enabling the system to make and sustain a leap from one level to a higher-order of the five levels of leadership and system performance: 1) Egocentric, 2) Reactive, 3) Creative, 4) Integral and 5) Unitive.
1. Egocentric. Leaders at this stage tend to be very controlling, “My way or the highway.” Employees at this stage tend to play out victim or rebel roles. Organizations that operate out of a culture organized at this level are dictatorial and oppressive.
2. Reactive. Leaders at this level usually no longer function as dictators; they often care deeply about the employees they manage and function as the benevolent parent. The organization is hierarchical and efficient. Employee input is solicited, but decision-making and creative expression is still vested in the top. Leadership is often humane but lacks the capability of broadly sharing power.
3. Creative. Leaders at this level begin to share power. It is no longer perceived as “letting go” of control but of gaining power by sharing it. The development of self and others is prized. Organizations are structured on high-performing, self-managing teams. Leadership is shared but not yet a true partnership. Creativity and critical decision making is developed and expected at all levels of the organization. Only about 1% of adults develop to this stage. However, another 14% are in transition to it. Here, the inner self-definition shifts from “I am a whole and complete self that coordinates with other whole and complete selves” to an internal realization that, in fact, “ I am not whole and complete.” Rather, I am many selves.
4. The integral self. This is the stage where the person experiences the world as one. This oneness is not just an idea; not something gleaned from a book. It is a literal experience of oneness with life itself. This is the birthplace of universal compassion; for one knows, “I and my brother, sister, the earth and all beings are one life.” Leadership from this level of being seems to be rare, although it becomes more available through long-term integral practices. Leaders at this level function as global visionaries. They enact world service for the universal good.
5. The unitive self. This is the stage where the self is not anymore limited by its container, i.e. body and mind. The self is more of an expression of a deeper soul in human being in which the core is a part of larger cosmos. Often this stage is a reflection of a continuous journey and not merely a static destination.