Recently, I heard of a business owner who has a business that opened in the past six months. The product he sells has people lined up out the door during many of his operating hours.
As I write this message his income is enviable, and he enjoys gong to and from in a big fancy vehicle. He is literally and figuratively on quite a ride.
Only one problem, he is totally unaware that he is heading for a collision. Oh, there are warning signs- enough of them for an aware person to make simple course corrections and avoid the eminent disaster. Staff are walking off the job mid shift. Even though the space is newly remodeled, it is often left uncleaned from one day to the next. Questions from front line staff to management typically go unanswered for days. The busier things get, service becomes noticeably less customer-friendly, etc., etc.
However, each of these issues and others like them are only symptoms of the real problem. The real problem is that the...
The 15 Commitments of a Conscious Leader has been one of the most paradigm-shifting books I have ever studied. Perhaps, a more complete depiction is that it has been both paradigm-shifting and paradigm confirming. Among other reasons, the study of this book has added value to me is because it both reinforces my training and experience as a leadership coach; and it also challenges me to examine my habits, thoughts, beliefs and agendas. Not only does it make me want to be a more conscious leader, it also offers proven descriptions, definitions, and demonstrations of conscious and unconscious leadership in a manner that is easily understandable. There are several relevant takeaways I hope to share but here is a quick overview of the contrasts between conscious and unconscious states of leadership.
To begin, the book authors state that, from their experience 95% of leaders spend 98% of their time below the line as their default mode of...
As you are aware, my development as a leadership coach has recently taken me to the study and application of Conscious Leadership. Here is what I am learning.
Conscious leaders continually ask themselves over and over,
Using the simple tool of a horizontal line, at any moment, all people and all leaders are either ABOVE the line or BELOW the line. This is how we are being with what is occurring in our life right now.
The authors of 15 Commitments of a Conscious Leader book suggest that 98% of leaders spend 95% of their time below the line.
When we are above the Line, we are open, curious, and committed to learning. When we are below the line, we are closed, defensive, and committed to being right.
So, stop right now and ask yourself,
Typically, when people are below the line, they believe certain things about the world.
Are you living your life above the line?
In the book, the 15 Commitments of a Conscious Leader by Jim Dethmer, Diana Chapman and Kaley Klemp. They describe their model for leadership this way,
The model is a simple black line. At any moment, a leader is either above the line or below the line. When we are above the line, we are open, curious and committed to learning. When we’re below the line, we’re closed, defensive and committed to being right. What we suggest is that the first fundamental building block of conscious leadership is the ability to accurately locate yourself at any moment, asking, “Am I above or below the line?”
This sounds rather simple, but it actually requires a high degree of self-awareness. Many leaders spend most of their time below the line. In fact, it is the normal state. Asking them if they’re below the line would be like asking a fish if it’s wet. When leaders begin the journey to conscious...
“This will be the topic of your next email.” Michael Barravecchio
Those were the last words of my coach as we finished our call yesterday. He was right. I am sure you have heard of cognitive biases before. As Forest Gump might say, there are about a “go-zillion” of them. Reading through the list of them is about like listening to Forest describe all the different ways to prepare shrimp.
One of them has me pegged. Before I learned the official moniker, I would have called it the “This is going to be a slam dunk” bias. In 1979, Daniel Kahneman and Amos Tversky first proposed it as the Planning Fallacy Bias. It is basically the tendency to grossly underestimate how long a task will take to complete. It also includes the tendency to underestimate the cost of a task. Yep, got that too.
No one in the house knows where the nozzle to the kitchen sink faucet went. Perhaps, there was an occasion when it was more than potato skins...