What Is Stopping the C-Suite From Leading Consciously?

What stops the C-suite from promoting conscious leadership principles, like vulnerability… and how do we get them started?

The CEO degree used to bring up images of stoic, irrational, self-assured, decisive leadership. These qualities were, in fact, sought after in third-degree leadership. Some may feel that these qualities are still the most coveted. However, when employers adapt to attract younger generations Who find various traits in much more attractive, leadership at the top, where change begins most effectively, is revealed to be the latest to evolve.

but why?

The message is sent loud and clear by the workforce. The result of non-change causes business to rise throughout the earnings and earnings report, in critical performance indices and KPIs, as well as in other areas where it is not so clear or widely measured.

So why is it that leaders who seem to have the most power and influence fail to lead more consciously?

This change is difficult. It confronts. It must be admitted that some of the skills systems that managers have invested years in developing are now becoming obsolete. Although this seems clear from an objective point of view, our natural human tendencies are to survive and preserve our place by presenting confidence.

Self-confidence took on a negative connotation in me. As a coach, I know that most of the most successful conscious leaders actually have self-doubts and limiting beliefs that they need help identifying and overcoming. The key to this, as in so many other things, is balance.

The balance is difficult. This requires a considerable amount of trial and error and a continuous loop of feedback. The balance can change – often it is not maintained by developing a formula. It may not be automatic, although there are habits that leaders can develop to improve their consistency with finding balance, even in volatile and chaotic periods.

Fear is human, And has increased over the past few years. The number of threats appears to have risen exponentially. Leadership in general was challenged as few in this era have ever seen. Threats do not only come from several directions, but we know better than ever how they can come from unexpected places. And yet, there are threats we know we are not fully prepared for that you would think we would be by now, such as nuclear threats and threats to our power grid.

The division in today’s social and political climate proves that we, as a society, have become less effective in the civil discourse. Not only are there more opportunities for conflict, but the way a conflict is conducted is increasingly violent. The threat of violence that he is expressing his opinion is more than enough to deter anyone from voicing strong support for anything that might shake the boat or collide. Of course, it is a very small minority of people who will take such measures to silence the resistance. Sure, there are more people who would like to see changes that will benefit more people, but if they shut up, it empowers those who are about to benefit from things remaining the way they are, scaring those who are willing to talk. No one wants to be the next to be unfairly dismissed, labeled and slandered, which is happening with tremendous speed and volume with the social media at our fingertips.

Some other reasons that prevent other leaders from consciously leading include:

Tilt towards authority

Children who are never taught to challenge authority become adults who do not even think about questioning the judgment of leaders over them. Then, as they grow into more authoritarian leaders, they resent a challenge.

Lack of faith In the ability of self, others, organizations and systems to change.

I am always amazed at leaders who claim that people do not change. Coaches know people can change and do! All of the above vary. Not all or everything will change, but to say that nothing and no one changes is to deny reality.

What to lose

As many leaders develop in their careers, they often define how they believe they will be in the lead, and underestimate the pressures. Maybe think of the way, when I’m in charge, it’s going to be different. Then, you get the responsibility by playing along with the status quo and you realize that you have reached a point where you now have everything to lose. To stand up to the board or investors for a change, especially a change that affects them, means that they may make lifestyle sacrifices and lose influence. It can be very easy to justify maintaining your position of authority, where you tell yourself that you can still, at least, make a difference. “I’m better than anyone else.” “Why should my family, wealth, generation or heritage suffer?” Cognitive dissonance leads our brain to produce all sorts of justifications to be silent.

Standing up to people who abuse power is not for the faint of heart. The Dropout, a source for Hulu, tells the story of the rise and fall of Thernus and former CEO Elizabeth Holmes. Erica Chung, Took a position and reported on laboratory testing problems in the company to federal agents. It was a professional risk, maybe even a physical risk, given the level of harassment, but it could also jeopardize her professional integrity as a chemist if she kept quiet. Chung would also face dire consequences if the situation were revealed and she does not report it.

In the case of Thernus, what knocked them down was a lone donor complaint that led to an investigation and a lot of bureaucratic reports.

This is one way to do it, but one person who expresses himself to overthrow a large organization with many resources and a lot of influence places the burden and risk on one person’s shoulders. In the case of Thernus, only a few other employees eventually joined Erica to verify her story.

It is not fair for all of us to sit idly by and let some people bear the burden of making the world a more conscious place, but I also understand the hesitation to join what appears to be a campaign. However, if those who support conscious change unite forces and voices now, it will be much clearer who the struggle really is. The silent majority (everyone thinks they are this one) must become the vocal majority, even if the powerful minority tries to suppress them.

Community C3The purpose of it is to collect those votes. It is to share the burden of creating a better world. It is to draw courage from each other. It’s to feel like part of a collective of people. This is to prove that there really are more of us who benefit from conscious change than from the status quo, and we will not accept that anymore. Power to the people.

If you are someone brave enough to not only promote conscious change but together create a more conscious corporate landscape, Community C3 Is where you belong. If you know other conscious leaders (or budding conscious leaders), download the following QR code to your photo library, Dropbox, or Google Drive account so that the next time you have a conversation with someone about the need for change, you can literally go from words to deeds. Tell them about C3 And our mission. Tell them this is their chance to make a real, necessary difference.

The Beatles – we can solve this

The Beatles 1 video collection is out now. Get your copy here: http://thebeatles1.lnk.to/DeluxeBluRay “In We Can Work It Out, Paul did the first half, I do not …

Karen Holler, CEO of Epic Careering, is the co – founder of Consciousness Conference (ConConCon) and C3 Community: Corporate Consciousness Co-op on LinkedIn. She is the creator of the Ripples Program of Corporate Consciousness and author A sharp laser career focus: Find your goal and passion within 30 days. She founded Epic Careering, a conscious career development and leadership company specializing in executive branding, talent-alignment and conscious culture, in 2006.

While the bulk of Ms. Holler’s 20 years of professional experience has been in the recruitment and employment industry, her publications, presentations and coaching also draw from personal development, performance, broadcasting, marketing and sales experience. Its solutions combine breakthroughs in neuroscience, human performance optimization, bioenergetics and psychology to help leaders accelerate relationships, expand impact and increase engagement and productivity while maintaining business and the planet’s sustainability.

Ms. Holler was one of the first instructors on LinkedIn and is well known for her ability to identify and develop new trends. She is a certified professional resume writer, a certified career counselor, and a certified clinical hypnosis therapist, with a bachelor’s degree in communication and theater studies from Ursinus College and a master’s degree in creative writing. its Blog Recognized as the Top 100 Career Blog in the World by Feedspot.

Ms. Holler was an Associate Professor in the Department of Communication at the University of Cabrini and an Associate Professor of Career Management and Professional Development at the Department of Business Administration at Drexel University. As an instructor at the Academy for Young Entrepreneurs, she helped two of her students win the 2018 National Competition to be selected for America’s Next Leading Young Entrepreneurs, win the 2019 People’s Choice Award, and land among the top 8 during a (virtual) 2020 national competition.

She serves on the board of the Upper Merion Community Center, which she helped establish, and is a consultant to the International University of Florida for the Women in Leadership Program. For her service as Vice President of the Primary PTC in the Gulf, she has been recognized as a partner and promoter of public education by the Upper Marion Area Education Association. Mrs. Holler has also been the lead singer of Harpers Perry, a rock cover band, for 20 years. She lives in King Prussia, PA with her husband, two daughters and many pets, furry, feathered and scaly.

Social Tagging: C3: Corporate Consciousness Co-op Community> Joint Creation> Conscious Change> Conscious Leadership> Organizational Leaders> Effective Leadership> Leadership

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