Jun 3
healthy and unhealthy behaviours. This is because these stages of
development reflect the needs of the ego—the self-interest of the
individual. Unhealthy behaviours derive from the anxiety caused by the subconscious and
conscious fears of the leader’s ego about not being able to satisfy his or
her “deficiency” needs: · Not having enough money, protection or security to satisfy the ego’s
need for safety at Level 1
· Not having enough love, caring or acceptance to satisfy the ego’s
need for belonging at Level 2
· Not having enough power, authority or status to satisfy the ego’s
need for respect or recognition at Level 3
learned to manage, master or release their fear-based beliefs or did not
develop such beliefs when they were in their formative years. The focus on
mastering the leader’s fears around their perceived deficiency needs
happens at the fourth level of leadership consciousness. At this level of
consciousness there is a realization that the unhealthy behaviours of the
first three levels of consciousness are a handicap to the future growth and
development of the leader. Supported by feedback from their subordinates,
peers, and bosses, leaders begin to focus on their personal mastery. In the upper three levels of leadership consciousness, the leader uncovers
his or her transcendent purpose in life, and aligns this purpose with the
vision of the organisation. These stages of development reflect the
“growth” needs of the soul: · To find meaning in existence by uncovering your unique purpose
· To make a difference in the world by collaborating with others who
share the same purpose
· To lead a life of self-less service for the good humanity and the
planet
detail below. Level 1: Crisis Director Healthy Aspect: Level 1 leaders understand the importance of profit and
shareholder returns. They manage their budgets meticulously. They look
after the health and safety of employees. They are appropriately cautious
in complex situations, but are willing to take risks that do not compromise
the organisation’s resilience. They maintain a long-term perspective while
dealing with short-term issues and goals. They promote a culture of
compliance. Normally they will go no further than they have to in complying
with legal regulations. One of the most important attributes of Level 1
leaders is the ability to handle crises. When the survival of the
organisation is threatened, they know how to take control. They are calm in
the midst of chaos and decisive in the midst of danger. In such situations,
the leader may need to take on the mantle of the authoritarian, but only in
crisis conditions. Unhealthy Aspect: When leaders operate as authoritarians on a regular
basis, they quickly lose the trust and commitment of their people. Very
often the reason leaders use a dictatorial style to get what they want is
because they find it difficult to relate to people in an open and effective
way. They are afraid to let go of the reins of power because they have
difficulty in trusting others. They need to control. The greater their
existential fears regarding their survival and safety, the more risk-averse
they become. Authoritarians can be quick to anger and are unable to discuss
emotions. They bottle up their feelings and hide their true selves behind
their position of authority. They are very lonely people. If they have
insecurities around money, they will exploit others for their own ends.
They are greedy in the midst of plenty and for them enough is never enough.
They are always pushing the limits of what is possible. They focus
exclusively on short-term results. Fear-driven authoritarians create
unhealthy climates in which to work. They hardly ever relax. They are
demanding and impatient. They are consumed by the anxieties generated by
their subconscious fears about survival. Level 2: Relationship Manager Healthy Aspect: Relationship managers handle conflicts easily and invest a
lot of time in building harmonious working relationships. They do not run
away or hide from their emotions. They know how to handle their emotions and respond to the emotions of others. They use their relationship
skills handle difficult situations, and they use their communication skills to build loyalty with their employees. They deliver good news and
bad news to all staff indiscriminately. They believe in open communication.
They acknowledge and praise staff for a job well done. They give people
recognition. They are accessible to their employees and not stingy with
their time. They are actively involved with customers and give priority to
customer satisfaction—either internal or external. Unhealthy Aspect: When leaders hold subconscious fears about not belonging,
they are afraid to deal with their own or others’ emotions, they avoid
conflicts, are less than truthful in their interpersonal communications,
and resort to manipulation to get what they want. Either they try to mask
their true emotions behind humour or they protect themselves by blaming
others when things go wrong. Relationship managers are often protective of
their people, but demand loyalty, discipline and obedience in return. They
are often enamored by tradition and operate as paternalists. Paternalists
find it difficult to trust people who are not part of the “family”. They
are secretive and engage in mafia politics. They will get even by seeking
revenge. If they are the founder of a family-owned business, their lack of
trust in outsiders can severely limit the pool of talent that they are able
to draw on. Because paternalists demand obedience they tend to crush the
entrepreneurial spirit of employees. Level 3: Manager and Organizer Healthy Aspect: Managers bring logic and science to their work. They use
metrics to manage performance. They build systems and processes that create
order and efficiency and enhance productivity. They have strong analytical
and technical skills. They are experts in their fields. They think
strategically and move quickly to capitalize on opportunities. They are
rational in decision-making. Inwardly focused managers are good at
organizing information and monitoring results. Outwardly focused managers
anticipate workflow problems and get things done. They plan and prioritize
their work and provide stability and continuity. They create schedules and
enjoy being in control. They are focused on their careers and willing to
learn new skills if it will help them in their professional growth. They
embrace best practices, and want to learn the latest management techniques
so they can drive towards quality and excellence. They want to be
successful and they want to be the best. They have a healthy pride in their
work. Unhealthy Aspect: When a manager’s self-esteem needs are driven by
subconscious fears, they become hungry for power, authority or recognition.
They build empires to display their power or they build bureaucracies and
hierarchies to demonstrate their authority. They are over achievers, and
will compete with their colleagues so they can come out on top and thereby
gain status, recognition or acknowledgement from their peers or bosses.
They are proud of their achievements and will talk about them endlessly.
They display signs of arrogance. They will play office politics to get what
they want. They will want to buy a big house, join the best golf club, or
drive the flashiest or most exclusive car. They want to show off. Their
self-esteem is built around their possessions. They will be meticulous
about their wardrobe. They are more concerned about how things look rather
than how they are. Image is everything. Very often, they derive their
self-esteem through their work. Consequently, they tend to work long hours
and neglect themselves and their families. They lead unhealthy lives
because they are out of balance. They are consumed by their work because
this is where they find their self-esteem. Their self-esteem is derived
externally from others. Level 4: Facilitator and Influencer At this level of consciousness, leaders focus on developing the healthy
aspects of their personalities, and managing, mastering, or releasing the
unhealthy aspects. They seek to be accountable and responsible for all
their thoughts, feelings and actions. Facilitators and influencers readily seek advice, build consensus and
empower their staff. They recognize that they do not have to have all the
answers. They give people responsible freedom; making them accountable for
outcomes and results. They research and develop new ideas. They
consistently evaluate risks before embarking on new ventures. They resist
the temptation to micro-manage the work of their direct reports. They
promote participation, equality and diversity. They ignore or remove
hierarchy. They are adaptable and flexible. They embrace continuous
learning. They actively engage in their own personal development and
encourage their staff to participate in programs that promote personal
growth. They are looking to find balance in their lives through personal
alignment. Balance leads to detachment and independence, and allows them to
become objective about their strengths and weaknesses. They are learning to
release their fears so they can move from being outer-directed to being
inner-directed. They are in the process of self-actualization. They are on
a journey of personal growth. As they let go of the need for outer
approval, they begin to discover who they really are. They become enablers
of others, encouraging them to express themselves, and share their ideas.
They encourage innovation. They focus on team building. They enjoy
challenges and are courageous and fearless in their approach to life.
Facilitators are in the process of shifting from becoming a manager to
becoming a leader. Level 5: Integrator and Inspirer The integrator/inspirer is a self-actualized individual who has discovered
his or her sense of purpose. They build a personal vision and mission, and
a vision and mission for the organisation that inspires employees,
customers, investors, and society. They promote a shared set of values and
demonstrate congruent behaviours that guide decision-making throughout the
organisation. They demonstrate integrity and are living examples of
values-based leadership. They walk their talk. They build cohesion and
focus by bringing values alignment and mission alignment to the whole
organisation. In so doing, they enhance the organisation’s capacity for
collective action. By creating an environment of openness, fairness and
transparency, they build trust and commitment among their people. The
culture they create unleashes enthusiasm, passion and creativity at all
levels of the organisation. They are more concerned about getting the best
result for everyone rather than their own self-interest. They are focused
on the common good. They are creative problem solvers. They view problems
from a systems perspective, seeing beyond the narrow boundaries of cause
and effect. They are honest and truthful and display integrity in all they
do. They feel confident in handling any situation. This confidence and
their openness, allows them to reclassify problems as opportunities. They
clarify priorities by referring to the vision and mission. They make
decisions based on their values. They display emotional intelligence,
social intelligence and intellectual intelligence. Integrator/Inspirers are
good at bringing the best out of people and unleashing people’s
discretionary energy. Level 6: Mentor and Partner Mentor/partners are motivated by the need to make a difference in the
world. They are true servant leaders in that they recognize and focus on
building a working environment where individuals are encouraged and
empowered to fulfill their potential. They create mutually beneficial
partnerships and strategic alliances with other individuals or groups who
share the same vision and embrace similar values. They collaborate with
customers and suppliers to create win-win situations. They recognize the
importance of environmental stewardship, and go beyond the needs of
compliance in making their operations environmentally friendly and socially
responsible. They display empathy. They create an environment where people
can excel. They are active in building a pool of talent for the
organisation by mentoring and coaching their subordinates. They are
intuitive decision-makers. They are inclusive. They are on top of their
game. They are active in the local community, building external
relationships that create goodwill and support the resilience of the
organisation. Level 7: Wisdom Keeper and Visionary Wisdom/visionaries are motivated by the need to be of service to the
world. Their vision is global and they have a holistic perspective on life.
They can handle multiple levels of complexity. They are focused on the
questions, “How can I help?” and “What can I do?” They are concerned about
the state of the world. They also care about the legacy they are leaving
for future generations. They are not prepared to compromise long-term
outcomes for short-term gains. They use their influence to create a better
world. They see their own mission and that of their organisation from a
larger, societal perspective. They are committed to social responsibility
and ethics. For them, the world is a complex web of interconnectedness, and
they know and understand their role. They act with humility and compassion.
They are generous in spirit, and patient and forgiving in nature. They are
at ease with uncertainty and can tolerate ambiguity. They enjoy solitude
and can be reclusive and reflective. Level 7 leaders are admired for their
wisdom and vision. They are very often regarded as the elders of our society. The journey to full-spectrum leadership is not easy – and it is harder for
some than others, particularly those who are holding on to conscious or
subconscious anxieties about being able to satisfy their deficiency needs. The journey to full-spectrum is a personal journey. It requires commitment,
and the courage to explore the shadow side of your personality, and look
deep into your soul. Not everyone has the ability to attain full-spectrum
personal consciousness, and even fewer have the competencies to attain
full-spectrum leadership. This should not prevent us from trying to become
the best we can become. If we approach this work from the Level 3
consciousness of achievement we will not succeed, because this is not a
pass or fail endeavor. It is not about being the top in the class. It is
about becoming authentic, fulfilling your potential, and becoming the best
for the world, not the best in the world. The quickest way to become a full-spectrum leader is to constantly seek
feedback from your subordinates, peers and your boss. The feedback should
always focus on how you can become a better leader. Self-knowledge is the
key. We all have our blinds spots. That is why we need feedback. It is
important to remember in seeking feedback not to be defensive. Everyone’s
perception is their reality. This is why it is important to evaluate all
the feedback you get from an objective standpoint. However, when you
continually get the same feedback you can be sure that the issue being
raised is something that needs your attention.
The Seven Levels of Leadership Consciousness
Leaders grow and develop by learning to master the seven levels of personal
consciousness and the seven levels of organisational consciousness. An
authentic, full-spectrum leader must understand and master his or her
personal dynamics, as well as the dynamics of the organization, department
or team he or she leads. In other words, you have to be able to lead
yourself before you can effectively lead others.
healthy and unhealthy behaviours. This is because these stages of
development reflect the needs of the ego—the self-interest of the
individual. Unhealthy behaviours derive from the anxiety caused by the subconscious and
conscious fears of the leader’s ego about not being able to satisfy his or
her “deficiency” needs: · Not having enough money, protection or security to satisfy the ego’s
need for safety at Level 1
· Not having enough love, caring or acceptance to satisfy the ego’s
need for belonging at Level 2
· Not having enough power, authority or status to satisfy the ego’s
need for respect or recognition at Level 3
These personal issues/behaviours are projected onto the organisation by the
leader and become part of the culture.
learned to manage, master or release their fear-based beliefs or did not
develop such beliefs when they were in their formative years. The focus on
mastering the leader’s fears around their perceived deficiency needs
happens at the fourth level of leadership consciousness. At this level of
consciousness there is a realization that the unhealthy behaviours of the
first three levels of consciousness are a handicap to the future growth and
development of the leader. Supported by feedback from their subordinates,
peers, and bosses, leaders begin to focus on their personal mastery. In the upper three levels of leadership consciousness, the leader uncovers
his or her transcendent purpose in life, and aligns this purpose with the
vision of the organisation. These stages of development reflect the
“growth” needs of the soul: · To find meaning in existence by uncovering your unique purpose
· To make a difference in the world by collaborating with others who
share the same purpose
· To lead a life of self-less service for the good humanity and the
planet
The most successful individuals are those that have mastered both their
“deficiency” needs and their “growth” needs. They operate from
full-spectrum consciousness. They display the five evolutionary
characteristics: They are adaptable—they can respond appropriately to all
situations, they are continuously learning, they are able to bond and
cooperate with others, and they can handle complexity.
detail below. Level 1: Crisis Director Healthy Aspect: Level 1 leaders understand the importance of profit and
shareholder returns. They manage their budgets meticulously. They look
after the health and safety of employees. They are appropriately cautious
in complex situations, but are willing to take risks that do not compromise
the organisation’s resilience. They maintain a long-term perspective while
dealing with short-term issues and goals. They promote a culture of
compliance. Normally they will go no further than they have to in complying
with legal regulations. One of the most important attributes of Level 1
leaders is the ability to handle crises. When the survival of the
organisation is threatened, they know how to take control. They are calm in
the midst of chaos and decisive in the midst of danger. In such situations,
the leader may need to take on the mantle of the authoritarian, but only in
crisis conditions. Unhealthy Aspect: When leaders operate as authoritarians on a regular
basis, they quickly lose the trust and commitment of their people. Very
often the reason leaders use a dictatorial style to get what they want is
because they find it difficult to relate to people in an open and effective
way. They are afraid to let go of the reins of power because they have
difficulty in trusting others. They need to control. The greater their
existential fears regarding their survival and safety, the more risk-averse
they become. Authoritarians can be quick to anger and are unable to discuss
emotions. They bottle up their feelings and hide their true selves behind
their position of authority. They are very lonely people. If they have
insecurities around money, they will exploit others for their own ends.
They are greedy in the midst of plenty and for them enough is never enough.
They are always pushing the limits of what is possible. They focus
exclusively on short-term results. Fear-driven authoritarians create
unhealthy climates in which to work. They hardly ever relax. They are
demanding and impatient. They are consumed by the anxieties generated by
their subconscious fears about survival. Level 2: Relationship Manager Healthy Aspect: Relationship managers handle conflicts easily and invest a
lot of time in building harmonious working relationships. They do not run
away or hide from their emotions. They know how to handle their emotions and respond to the emotions of others. They use their relationship
skills handle difficult situations, and they use their communication skills to build loyalty with their employees. They deliver good news and
bad news to all staff indiscriminately. They believe in open communication.
They acknowledge and praise staff for a job well done. They give people
recognition. They are accessible to their employees and not stingy with
their time. They are actively involved with customers and give priority to
customer satisfaction—either internal or external. Unhealthy Aspect: When leaders hold subconscious fears about not belonging,
they are afraid to deal with their own or others’ emotions, they avoid
conflicts, are less than truthful in their interpersonal communications,
and resort to manipulation to get what they want. Either they try to mask
their true emotions behind humour or they protect themselves by blaming
others when things go wrong. Relationship managers are often protective of
their people, but demand loyalty, discipline and obedience in return. They
are often enamored by tradition and operate as paternalists. Paternalists
find it difficult to trust people who are not part of the “family”. They
are secretive and engage in mafia politics. They will get even by seeking
revenge. If they are the founder of a family-owned business, their lack of
trust in outsiders can severely limit the pool of talent that they are able
to draw on. Because paternalists demand obedience they tend to crush the
entrepreneurial spirit of employees. Level 3: Manager and Organizer Healthy Aspect: Managers bring logic and science to their work. They use
metrics to manage performance. They build systems and processes that create
order and efficiency and enhance productivity. They have strong analytical
and technical skills. They are experts in their fields. They think
strategically and move quickly to capitalize on opportunities. They are
rational in decision-making. Inwardly focused managers are good at
organizing information and monitoring results. Outwardly focused managers
anticipate workflow problems and get things done. They plan and prioritize
their work and provide stability and continuity. They create schedules and
enjoy being in control. They are focused on their careers and willing to
learn new skills if it will help them in their professional growth. They
embrace best practices, and want to learn the latest management techniques
so they can drive towards quality and excellence. They want to be
successful and they want to be the best. They have a healthy pride in their
work. Unhealthy Aspect: When a manager’s self-esteem needs are driven by
subconscious fears, they become hungry for power, authority or recognition.
They build empires to display their power or they build bureaucracies and
hierarchies to demonstrate their authority. They are over achievers, and
will compete with their colleagues so they can come out on top and thereby
gain status, recognition or acknowledgement from their peers or bosses.
They are proud of their achievements and will talk about them endlessly.
They display signs of arrogance. They will play office politics to get what
they want. They will want to buy a big house, join the best golf club, or
drive the flashiest or most exclusive car. They want to show off. Their
self-esteem is built around their possessions. They will be meticulous
about their wardrobe. They are more concerned about how things look rather
than how they are. Image is everything. Very often, they derive their
self-esteem through their work. Consequently, they tend to work long hours
and neglect themselves and their families. They lead unhealthy lives
because they are out of balance. They are consumed by their work because
this is where they find their self-esteem. Their self-esteem is derived
externally from others. Level 4: Facilitator and Influencer At this level of consciousness, leaders focus on developing the healthy
aspects of their personalities, and managing, mastering, or releasing the
unhealthy aspects. They seek to be accountable and responsible for all
their thoughts, feelings and actions. Facilitators and influencers readily seek advice, build consensus and
empower their staff. They recognize that they do not have to have all the
answers. They give people responsible freedom; making them accountable for
outcomes and results. They research and develop new ideas. They
consistently evaluate risks before embarking on new ventures. They resist
the temptation to micro-manage the work of their direct reports. They
promote participation, equality and diversity. They ignore or remove
hierarchy. They are adaptable and flexible. They embrace continuous
learning. They actively engage in their own personal development and
encourage their staff to participate in programs that promote personal
growth. They are looking to find balance in their lives through personal
alignment. Balance leads to detachment and independence, and allows them to
become objective about their strengths and weaknesses. They are learning to
release their fears so they can move from being outer-directed to being
inner-directed. They are in the process of self-actualization. They are on
a journey of personal growth. As they let go of the need for outer
approval, they begin to discover who they really are. They become enablers
of others, encouraging them to express themselves, and share their ideas.
They encourage innovation. They focus on team building. They enjoy
challenges and are courageous and fearless in their approach to life.
Facilitators are in the process of shifting from becoming a manager to
becoming a leader. Level 5: Integrator and Inspirer The integrator/inspirer is a self-actualized individual who has discovered
his or her sense of purpose. They build a personal vision and mission, and
a vision and mission for the organisation that inspires employees,
customers, investors, and society. They promote a shared set of values and
demonstrate congruent behaviours that guide decision-making throughout the
organisation. They demonstrate integrity and are living examples of
values-based leadership. They walk their talk. They build cohesion and
focus by bringing values alignment and mission alignment to the whole
organisation. In so doing, they enhance the organisation’s capacity for
collective action. By creating an environment of openness, fairness and
transparency, they build trust and commitment among their people. The
culture they create unleashes enthusiasm, passion and creativity at all
levels of the organisation. They are more concerned about getting the best
result for everyone rather than their own self-interest. They are focused
on the common good. They are creative problem solvers. They view problems
from a systems perspective, seeing beyond the narrow boundaries of cause
and effect. They are honest and truthful and display integrity in all they
do. They feel confident in handling any situation. This confidence and
their openness, allows them to reclassify problems as opportunities. They
clarify priorities by referring to the vision and mission. They make
decisions based on their values. They display emotional intelligence,
social intelligence and intellectual intelligence. Integrator/Inspirers are
good at bringing the best out of people and unleashing people’s
discretionary energy. Level 6: Mentor and Partner Mentor/partners are motivated by the need to make a difference in the
world. They are true servant leaders in that they recognize and focus on
building a working environment where individuals are encouraged and
empowered to fulfill their potential. They create mutually beneficial
partnerships and strategic alliances with other individuals or groups who
share the same vision and embrace similar values. They collaborate with
customers and suppliers to create win-win situations. They recognize the
importance of environmental stewardship, and go beyond the needs of
compliance in making their operations environmentally friendly and socially
responsible. They display empathy. They create an environment where people
can excel. They are active in building a pool of talent for the
organisation by mentoring and coaching their subordinates. They are
intuitive decision-makers. They are inclusive. They are on top of their
game. They are active in the local community, building external
relationships that create goodwill and support the resilience of the
organisation. Level 7: Wisdom Keeper and Visionary Wisdom/visionaries are motivated by the need to be of service to the
world. Their vision is global and they have a holistic perspective on life.
They can handle multiple levels of complexity. They are focused on the
questions, “How can I help?” and “What can I do?” They are concerned about
the state of the world. They also care about the legacy they are leaving
for future generations. They are not prepared to compromise long-term
outcomes for short-term gains. They use their influence to create a better
world. They see their own mission and that of their organisation from a
larger, societal perspective. They are committed to social responsibility
and ethics. For them, the world is a complex web of interconnectedness, and
they know and understand their role. They act with humility and compassion.
They are generous in spirit, and patient and forgiving in nature. They are
at ease with uncertainty and can tolerate ambiguity. They enjoy solitude
and can be reclusive and reflective. Level 7 leaders are admired for their
wisdom and vision. They are very often regarded as the elders of our society. The journey to full-spectrum leadership is not easy – and it is harder for
some than others, particularly those who are holding on to conscious or
subconscious anxieties about being able to satisfy their deficiency needs. The journey to full-spectrum is a personal journey. It requires commitment,
and the courage to explore the shadow side of your personality, and look
deep into your soul. Not everyone has the ability to attain full-spectrum
personal consciousness, and even fewer have the competencies to attain
full-spectrum leadership. This should not prevent us from trying to become
the best we can become. If we approach this work from the Level 3
consciousness of achievement we will not succeed, because this is not a
pass or fail endeavor. It is not about being the top in the class. It is
about becoming authentic, fulfilling your potential, and becoming the best
for the world, not the best in the world. The quickest way to become a full-spectrum leader is to constantly seek
feedback from your subordinates, peers and your boss. The feedback should
always focus on how you can become a better leader. Self-knowledge is the
key. We all have our blinds spots. That is why we need feedback. It is
important to remember in seeking feedback not to be defensive. Everyone’s
perception is their reality. This is why it is important to evaluate all
the feedback you get from an objective standpoint. However, when you
continually get the same feedback you can be sure that the issue being
raised is something that needs your attention.
