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Commit, and Talk Your Walk
While ideally each manager would become a model of thriving
competence, one is not required to complete this transition, or even
necessarily to be ahead of his or her employees in achieving
self-acceptance. Managers don't have to "walk their talk" or be the
"living masters" of these issues, for this transition is lifelong. They
must, however. be committed at some level that is evident to others, and
have the humor and humility to make changes, share the road with
employees, and adapt. This requires clear awareness of the four truly
core issues confronting all employees, and consequently their
organization. Each one of these issues holds direct implications for
what future leadership must confront and surpass.
Future leadership requires a personal commitment to get beyond
these blocks to being "on beam" and thriving. These are the steps and
the points on the horizon that each person needs to determine, "expect"
and choose in order to begin the transition.
Toward a Thrival Mentality. The transition involves moving from
constrictive fear to love and openness, from deprivation, desperation
and hunger to abundance and satisfaction, from soap opera drama to
effectiveness, from organized hysteria to groundedness. The survival
mentality permeates and is at the core of most of our daily practices.
While ideally each manager would become
model of thriving competence, one is not
required to complete this transition, or even
to be ahead of his/her employees in
achieving self-acceptance.
We need to note those practices in order to become aware of them
and then systematically transform them from a fear and desperation base,
to a love and fulfillment base.
(Of course, we are dealing with ingrained habits and beliefs that
do not change easily. In fact, the reader ought to be feeling some
resistance to these items by now. Pay special attention to those that
you most adamantly deny. That may be your place of major growth.)
Moving From Distrust to "Skilled" Trust. Once we realize our daily
interdependence on the basic trustworthiness of each person, whether
while driving in traffic, or while taking a drink of water (which
depends on the responsible acts of literally thousands to bring water
from the source to your lips, including pipes, treatment, storage tank,
plumbing, container, glass); we can relax somewhat.
Future leadership requires a personal
commitment to get beyond these blocks to
being "on beam" and thriving.
Distrust is replaced by "skilled trust." Just as you do not hand
your teenager the keys to the car without some formal training, you
exercise skilled trust with employees in granting responsibility in
increments. "Skilled" is a key word for this transition when dealing
with others, for we have been raised in Theory "X" circumstances and
have become accustomed to a distrust-based response. With skill,
meanwhile, we can monitor and manage the transition of others into
increased trustworthiness.
For ourselves, we need to become aware of our inner glimmers,
inklings, and pulsations; to be more aware of our energies. And we need
to practice increasing our trust in ourselves. Distrust of human nature
is the core belief that results in a social order based on disbelief. To
weed out this practice and instill trust in our employees, we must
ourselves come to grips with our own trust levels.
Toward Direct Self-Acceptance. The most basic and essential act in
making the transition is that of providing oneself with unconditional
and unqualified direct self acceptance. Rather than parceling out
approval of yourself to numerous circumstances and judges, none of which
you control, take full responsibility for accepting yourself and feel the
surge of energy that results. Self-acceptance moves beyond self-esteem,
and is far more basic.
From Self-sabotage to Self-Care. The more sensitive and intelligent
an individual, the more subtly he she can commit self-sabotage without
anyone else knowing it. Each of us can confront self-defeating habits,
practices and patterns through keeping ajournal, and actively taking
responsibility for self-care. Managers need to confront their own fears
of success, so they can counsel and support their staff about overcoming
their own fears of success.
At a time of major cultural change in the society at large, it is
essential that the leader be aware of damaging and debilitating
practices within an organization that result from the influence of the
larger culture. Uprooting and replacing these practices with
challenging, effective. efficient and growth-enhancing practices,
criteria and values directs and applies energy and human capital toward
creativity and positive results.
Putting the emphasis on maturing, self-
reliance, initiative and transformation of the
individual from survival to thrival will lead
to increases in energy and productivity.
Adjustments are accomplished at all levels, but are first and most
basically accomplished with and within the individual employee the basic
building block of the organization.
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