Noble Leadership in Action Part One :  The Universal Laws of Leadership

Noble Leadership in Action Part One : The Universal Laws of Leadership

85% of Canada’s entire population is now governed by women. World-wide we are witnessing the fast rise of women in leadership positions in both governments and corporations. Nostradamus and other great Saints predicted that this would happen in the Golden Era. They foretold of the challenges the planet would encounter due to the decisions made primarily by leaders of masculine bent – leaders who did not have the skills to govern with both logic and heart. Wars, drugs, guns, discrimination, corruption, greed and such are the result of decision making without the feminine components of love and compassion. Women, because they have the opportunity to give birth, are given the chance to develop compassion through motherhood. Thus, women who historically are known to lead with both logic and nurturing skills are stepping up to the plate to bring those components back into the world and restore order.

Both male and female Leaders, still governing in the old way, are either being removed or replaced pressured by powerful uprisings like the Wall Street type sit-ins in numerous countries. To meet the demands of this new era, Leaders are asking for help to more greatly access their loving compassion nature otherwise known as our Noble Quality (NQ). They now know that NQ requires they exhibit unconditional love, become more selfless and more protective of the people they serve. They choose a valued-based leadership style by exhibiting such values as honesty, respect, faith, courage, kindness, trust and self-love.

Best-selling author, political adviser, and social and ethical prophet Jeremy Rifkin in his book The Empathic Civilization presents the historical argument that empathy has helped us survive and thrive, and that we are evolving from Homo Sapiens to Homo Empathicus.

In Nostradamus Prophecies for Women by Manuela Dun Mascetti and Peter Lorie, the authors discuss the fascinating evolution of woman. “Humanity has spent many thousands of years at war, striving to improve its material welfare and battling it out between nations and beliefs. As a result, man has damaged his world almost to the point of rendering it beyond repair. If we believe what Nostradamus tells us, then the time has now come for a very different kind of energy to patch up and transform the strife-torn world.”

The next question we ask is, “How do we prepare women for their important role as Leaders towards a more empathic civilization?” One answer is coaching Leaders on The Universal Laws of Leadership. Here is one example.

Kate hired me her Executive Coach when she was working at a very senior leadership position in Government. Kate was one of those still governing in the old way, primarily with her logical analytical brain. Before we begin coaching, we often invite Leaders to conduct assessment profiles to help them see their own blind spots. Three important ones for Kate were:

• DiSC®: This psychometric assessment shows our primary behaviours in our role as a leader (is she domineering, influential, committed or analytical?);

• Leadership Skills Inventory: The LSI measures transformational leadership ability;

• Values-Based Competency Assessment: Measures a Leader’s empathy in terms of how well they demonstrate respect, faith, integrity and so on in the workplace.

Kate’s supervisor strongly suggested that she work with an Executive Coach to improve her listening skills, learn how to better communicate with her direct reports and exhibit more impact and influence – all right brain skills which had eluded Kate up to this point.

With the assessment profiles completed, it was no surprise to Kate that the DiSC® showed her to be at the top of the charts in terms of arrogance and extremely low in the influential category. While some Leaders immediately go into denial about such a profile, Kate graciously acknowledged that this described her perfectly because instead of coaching her direct reports to find their own answers to challenges and goals, Kate’s ego would barge in and give them advice on how they should solve their challenges. She rarely listened to what others had to say. “Yes, this is me. Betska, help me change please. I don’t want to be like this anymore. I must come across as a tyrant! ”

Knowing that this was an issue, we went into discovery mode to find out why Kate found it difficult to listen. The root cause of the behavior came from the dinner table when she was growing up. The loudest person (not the empathic listening person) got the rewards and thus Kate, not knowing any better, transferred this behavior from childhood to leadership.

Stunned that she had held onto this unconstructive behaviour for decades, Kate requested that we change her belief systems in her subconscious mind. With the memories of the dinner table fresh in our minds, we set about to write out new belief systems for her. v

I, Kate, now listen with my eyes, my ears, and my heart and with undivided attention. I now engage people in a healthy discussion as I ensure that every person speaks their heart and mind.

I, Kate, now welcome silence in our conversations because in that silence genius is made.

Through the coaching Kate began to understand The Law of Belief “What you think you become” or “Our thoughts ARE our actions.” She was also excited to learn that she could change her beliefs at a cellular level with the right techniques. Thus her behaviours could change permanently and a new type of leader would be borne inside of her.

Along with the awareness of why she didn’t listen we discussed the WAIT concept for Leaders which is Why Am I Talking! She learned communication techniques which dramatically engaged her direct reports to take greater responsibility and accountability for their actions. With her new found beliefs and new skills as a listener and communicator, Kate began to see her relationship with her direct reports quite differently. Whereas in the past she had thought of her colleagues as “complete idiots” she now saw them as intelligent, committed and loyal human beings.

About a month into our coaching work, Kate got offered a fabulous job running a rather large organization as President and CEO. With her greatly improved listening skills Kate felt prepared to listen well to her new direct reports. Her next challenge was a newly inherited manager who exhibited bad behaviors such as arrogance, egocentric, domineering, demanding and forceful. The Board of Directors wanted her to get rid of him. His employees didn’t trust him and he walked around with a scowl on his face. Just the kind of happy-go-lucky guy you like having lead your teams! Of course I am being cheeky here!

Kate asked me for help because she felt that this person was, from a technical perspective, a very valuable employee even though his people skills were hugely lacking. Together we developed a set of 12 coaching questions she could ask him in order to open his heart to mature leadership – someone who leads with both logic and heart.

At the end of the coaching session, Kate was very happy with the approach we had taken and was excited to try it. Before we hung up the phone, a strong intuitive call made we suggest that when she went to visit David that she take him a plant for his office.

Yesterday during a follow-up session Kate could hardly contain her joy. When she presented David with the plant, David responded with the biggest smile she had ever seen on him. He wondered “How did you know that I love gardening?”

Let’s take a look at how The Universal Laws of Leadership apply in this situation. A good source for many of these laws is Your Life by Bruce McArthur. As we study Kate’s coaching sessions I invite you to see how, as a Leader, you can use these laws to change your own behaviours as well as those of your direct reports.

1. Law of Service: “The more I love myself, the more I can love/service others.”

Kate quickly learned that by governing primarily with her logical left brain she was missing the most important trait of a leader which is having bilateral thinking ability or the ability to switch easily between their logical left brain and nourishing right brain for whole brain leadership. Kate worked hard to love herself more and thus with more love inside her she was better able to be in a more loving space with which to lead her teams.

2. Law of Equality: “My true needs, wants, desires, hopes, dreams, wishes, and their fulfillment are as important as those of any other soul in existence. In The Creator’s eyes, I am just as important as the next person.”

Tragically, over the years Kate had wounded a few hearts by believing that she was better than others. As leaders, parents, and employees we create a safer environment at work and at home when we see each other as equals. For example, prejudice must stop in this world for the reason that when we put others down or think that we are lower than others, we are not honouring the Godself of everyone. The compassionate thing to do is to help the ones who are slower than us to fully access their brilliance.

In the wise words of Gabriel Garcia Marquez, “I have learned that a man has the right to look down on somebody only when he is helping him to get up.”

The great sage Swami Vivekananda points out that the soul is perfect. Everyone is totally brilliant inside. Our job is to remove the cover that is blocking us from seeing that perfection.

3. Law of Mastery of Self: “As I Master my lower self, I become my higher self to access innovative solutions to challenges and goals.”

The Clarity Solutions Model™

In The Clarity Solutions Model™ above, we see that our ‘lower self’ shows up when we are angry, frustrated, blaming or in judgment or any of the other negative emotions. Our ‘higher self’ shows up when we are peaceful and calm and therefore solutions will present themselves from our genius (wisdom or intuition). Kate’s reaction to this Universal Law of Leadership was this “My God, Betska. For twenty years I have held this belief that I was to hide my emotions versus dealing with them in a constructive manner. In my years in government I was always taught that emotions were ‘fluffy stuff’ and therefore not important. I also shut down my employees by not listening to their feelings. What a disservice to them and to myself. I have basically been killing their spirit by not listening to their hearts”

4. Law of Choice: “If I wish to change my life, I must change my choices.”

By doing some leadership reflection, Kate realized that if she truly wanted to be a great leader she had to make the choice to reform her old ways and stop hurting others through her unconstructive leadership style. As tears for twenty years of anguish poured from her lovely face she was relieved of the burden of guilt.

By virtue of having a choice, we become 100% responsible for our lives.

5. Law of Belief: “What I think, both consciously and unconsciously, I become. My thoughts are my actions.” Turn unconstructive words, thoughts, and actions into positive ones.

We store both our unconstructive and positive beliefs in our subconscious mind. As leaders we have an obligation to discover what beliefs we have that are sabotaging our beliefs to be noble leaders.

Our subconscious mind is 1 million times more powerful than our conscious mind. Says Bruce Lipton author of many books including Biology of Belief, “… the subconscious mind … processes some 20,000,000 environmental stimuli per second v. 40 environmental stimuli interpreted by the conscious mind in the same second … how is the subconscious going to manage our affairs? Precisely the way it was programmed … if our subconscious were programmed with such healthy behaviors, we could be totally successful in our lives …” 1

Because science has proven that it is our unconscious mind’s beliefs which are running the show a good Executive Coach will help a leader discover their sabotaging beliefs and turn them into permanent positive beliefs. It is hugely beneficial for the leader to discover the root cause or the event which planted the unconstructive belief in the first place. With this information the Client moves forward to “architect” their new leadership style.

6. Law of Life: “Love is stronger than fear.”

By courageously looking inward Kate opened herself up to realizing that love is indeed stronger than fear. She turned her fears into loving action for her employees. This Law hugely impacts our actions. If we have a fear, we must embrace that loving attention to any fear can destroy the fear forever. In summary, Kate had hit a homerun in her Leadership style. She was leading with both logic and heart. Each session she excitedly shared her fantastic results.

Kate made the choice to raise her NQ and is succeeding. Bravo Kate!

Betska K Burr

Betska is Co-President at Coaching and Betska is often referred to as The Guru Coach™ by her students and clients.She is Co-President at Coaching and Leadership International Inc. Having developed 80+ award-winning coaching and leadership methodologies which enrich a Leader’s competencies and bring peace into their life, she leads the Instructor Team at the CLI School for Mind-Kinetics® Coaching.

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