{"id":17899,"date":"2024-07-18T06:35:37","date_gmt":"2024-07-18T06:35:37","guid":{"rendered":"http:\/\/shop-cili.com\/?p=17899"},"modified":"2024-07-18T06:35:37","modified_gmt":"2024-07-18T06:35:37","slug":"how-to-become-a-better-leader","status":"publish","type":"post","link":"https:\/\/shop-cili.com\/?p=17899","title":{"rendered":"How To Become a Better Leader"},"content":{"rendered":"


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Can we agree that there are limitations to leadership<\/em> as we\u2019ve historically defined it?<\/p>\n

Leaders are either elected from a small set of people, promoted to positions of power within organizations, groups or systems, or we create chief executive roles for ourselves via entrepreneurial pursuit. Perhaps, the person at the helm of a corporation or organization\u2014or state, province or country for that matter\u2014should no longer be automatically ascribed the title of leader. After all, none of these contexts centre on the healthy, influential characteristics that would make others want to follow someone.<\/p>\n

What role does character and ethics play? What about the level of emotional intelligence and ability to convene spaces where people feel safe to be themselves? How about impact on communities, the environment or systemic issues for which we can facilitate betterment? <\/p>\n

It seems to me like a new definition or set of criteria may be required at this point. Gelb and Sisodia pose this question in The Healing Organization: Awakening the Conscious of Business to Help Save the World<\/em>: \u201cAs business leaders and human beings, how can we turn a blind eye to that suffering when we actually have the ability to do something about it?\u201d<\/p>\n

Conscious leaders are unable to turn a blind eye. They lean into discomfort. They possess self-awareness and the ability to respond with intention and consideration. Their curiosity and empathy enable them to prioritize people, planet and profit simultaneously. Passionate about ensuring that there is no needless suffering among their team members, they work to create lasting positive impact on their communities, within their industries or domains and for future generations. When we can look beyond ourselves to consider every facet of the impact of our decisions, that\u2019s high-conscious leadership.<\/p>\n

Conscious leaders can easily recognize and assess when \u201ctheir primary commitment is to being right, and when their primary commitment is to learning.\u201d Essentially, unconscious leaders haven\u2019t done the work required to unlearn their emotional stimulants, and conscious leaders have developed deep introspection and remain steadfast in their commitment to themselves and all other stakeholders.<\/p>\n

Most leaders operate unconsciously because our primitive brain\u2019s default state is to scan for threats\u2014whether those are physical, environmental, egoic or otherwise. The fear response that ensues is rooted in survival and therefore appears defensive and reactionary. Leaders who are in survival mode lack capacity for the consideration of others; they don\u2019t have the emotional ability for collaboration or compassion when in a defensive posture. They simply lack self-worth and seek validation from external sources as a means to feel safe and secure.<\/p>\n

If a leader can develop intricate self-awareness and unlearn imprinting from past emotional experiences, the opportunity to lead above the line becomes possible. In my experience, the integration of their trauma <\/em>is what sets them apart as high-conscious leaders. And that\u2019s precisely what determines, at a core level, why they\u2019re the opposite of low-conscious leaders.<\/p>\n

Committing to high-conscious leadership<\/h2>\n
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In my view, high-conscious leadership<\/em> is the practice by which a leader engages in a lifelong commitment to post-traumatic growth, models vulnerability and radical support as cultural norms, and breathes life back into our ecosystem. <\/p>\n

While the triple bottom line (people, planet, profit) was a good start to giving Earth a stakeholder\u2019s seat at the table, I think we\u2019ve surpassed the timeline where sustainability<\/em> can continue to be a primary focal point. What we\u2019ve really meant is to sustain humans<\/em> and there is no selfless gift back to the Earth in that, is there? We need leaders who have bolder visions for restoration, regeneration and reciprocity. We need leaders who believe in themselves enough to act upon those visions.<\/p>\n

A 20-question leadership identity quiz<\/h2>\n
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