Federico Renzo Grayeb
Federico Renzo Grayeb
Federico Renzo Grayeb
Federico Renzo Grayeb
The author contends that elevating the level of consciousness of a new manager or experienced leader is the key to creating a corporate environment that will result in enhanced productivity. A self-aware leader will in turn focus on this facility in his or her team, who will then come together to best serve the community. Leadership and Consciousness elucidates this phenomenon as concentric circles that emanate outward to change paradigms and affect positive, profound change.
A leader´s guide on how to streamline profit and purpose, constructing an environment that is highly functioning and deeply meaningful
Through theory and anecdotal examples that synthesize psychology and business practices, Leadership and Consciousness presents a new challenge to current and aspiring business leaders
The groundbreaking, proven, and effective approach to successful leadership that calls for deepened self-awareness that will foster productivity in the corporate environment
How to create an environment powered by adept individuals who share common goals and purposes that transcend financial objectives and bring meaning to both their jobs and their lives
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THE RINGS OF CONSCIOUS LEADERSHIP. The circles that emanate outward to affect positive, profound change in yourself and in your organizations.
THE SELF-AWARENESS RING. Elevating the level of consciousness of the leader.
THE TEAM-AWARENESS RING. Creating a conscious culture with shared values and aligned behaviours.
THE COMMUNITY-AWARENESS RING. Integrating a conscious company with its community.
Imagine the developmental path of the conscious leader as three concentric rings, each representing a different level of awareness: of the self, of his or her work team, and of the community in which he or she interacts. In this book, I advocate for an integrated leadership model of these three rings through immersion into deeper levels of consciousness.
It consists of a journey of discovery and increased awareness, first and foremost of the leader, then of the people he or she interacts with at work, and finally, of the external environment. The model calls for an integration of the dissociated parts of you as a person and leader and of your surroundings. You will need to dive into deeper levels of selfawareness, which will allow the inner ring to become stronger and larger, expanding its influence into the two outer rings, which refer to your people and to your world.
Absence of Purpose
A quote from the famous British writer Dorothy Sayers may fit very well into Richard’s situation: “In the world it is called tolerance, but in hell, it is called despair; the sin that believes in nothing, cares for nothing, seeks to know nothing, interferes with nothing, enjoys nothing, hates nothing, finds purpose in nothing, lives for nothing, and remains alive because there is nothing for which it will die.”
Even though this may sound a little extreme for this case, it describes pretty well a sentiment that is pervading our society and, thus, many corporations: an extremely low level of resilience and tolerance when the first difficulties arise. Richard was not able to weather a single storm because he did not have any island to get to. His lack of purpose deprived him of the needed energy that would otherwise make him resilient to external criticism. His level of self-awareness was so low that he never honestly asked himself what his real work motivations were. This lack of inner meaning was compensated for by external factors that are as fragile as they are elusive: a friendly environment, constant positive reinforcement from his peers and boss, excellent business results, etc.
The moment the external environment turned a little bit hostile (an average-performance appraisal rating, in his case), he realized that his work life was based on pillars of sand.
Positive Self-Image—the Third P of Self-Awareness
Assertiveness is one of the required competencies of any effective leader. It is a necessary condition to believe in yourself if you want others to believe in
you. How can you ever lead anybody if you do not portray a strong level of self-confidence?
Rarely in my professional life have I ever encountered self-confidence issues with senior managers or executives. One does not make it to the top level of a multibillion-dollar corporation unless he or she possesses a strong belief in his or her abilities—a positive self-image. A big part of this comes from us, from the way we were born and brought up; it is part of our genes and personality. But it is also built from the experiences and knowledge we have gained over time in our professional lives. Self-confidence shows how prepared you are to face challenges; it is all about knowing what you want and about believing with all your heart that you will be able to achieve your goals.
It is important to note that believing in yourself, believing in your ideas, and standing up for them even against adversity does not mean that you are better than any of your colleagues or that your ideas are the best ones. Unfortunately, many times we struggle to discern between confidence and competence, which can then result into the election of self-centered and narcissistic individuals as leaders, even though arrogance and overconfidence are inversely related to leadership skills.
And this is the importance of possessing a good level of self-awareness—a good leader needs to have a healthy balance between the two, and experience tells us that the second part of the equation is the one that we, as leaders, have more trouble dealing with. It is also where our level of consciousness is lower.
Integrating Performance and Behaviors
Many company leaders state that their most important asset is people and that priority number one is to care for the well-being of the employees and for their personal and professional growth. They care for a healthy and collaborative working environment in which people feel at ease speaking up and are able to develop their potential fully. Still, and returning to the need to walk the talk, in these same companies, very rarely will a high-performing manager be fired because of behavior. A dictatorial style will be tolerated when results are happening; it is only when performance starts to fail that we focus on those signals of poor behavior that were previously dismissed or were covered up by the good results. During the good times, we are blindfolded and unable, as leaders, to spot behavioral flaws that will eventually undermine team cohesiveness and performance. The same happens in politics; it is likely that people will reelect a candidate during the good times, despite signs of ethical issues. Only when the economy starts to get worse do we pay more attention to the soft stuff.