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Führungskunst

 

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Nebel

 

Der Wanderer über dem Nebelmeer
Caspar David Friedrich (1744-1840) deutscher Maler

 

Management ist, wenn man die Dinge richtig macht; Führung ist, wenn man die richtigen Dinge macht.
Peter Drucker (1909-2005) und Warren Bennis (1925-2014) US-amerikanischer Wirtschaftswissenschaftler, Experte in Organisationsentwicklung, Führungstheorie und Änderungsmanagement

 

Management – so es auf Angst beruht, stammt aus der Persönlichkeit. Führung
die auf Liebe beruht, stammt aus der Seele.

Lance Secretan (*1939) englischer Wirtschafts-
visionär, Führungsexperte, Unternehmensberater, Theoretiker der Teaminspiration, Dozent, Autor, Inspirieren statt Motivieren, Kamphausen, März 2006

 

Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall. Stephen R. Covey (1932-2012) US American leading management consultant, bestselling author, The Seven Habits of Highly Effective People. Powerful Lessons in Personal Change, S. 101, Free Press, 1989, 1. October 1992

 

Management is when you take hold of an idea.
inspiration is when an idea takes hold of you.

Wayne Dyer (1940-2015) US American self-help advocate, spiritual lecturer, bestselling author, cited in: Goodreads Quotable Quote

 

Bild

 


 

Effektive Nutzung von Emotionen – Pferdeweisheit und die Macht der Herde

Pferdeverhalten

 

(↓)

Als Allesfresser ist der Mensch zugleich friedliebend und raubtierhaft.

Seine frontale, nicht seitlich positionierte Augenstellung weist den Menschen als Raubtier aus. Um gut auf einem Pferd reiten zu können, muss der Reiter lernen, eine friedsame innere Kraft auszustrahlen.

⚑ Anders als raubtierhafte Katzen und Hunde sind pflanzenfressende Pferde friedsame Krafttiere, besonders, wenn sie in Herden auftreten.
⚑ Als Herdentiere brauchen Pferde die Gesellschaft von anderen Pferden oder Menschen.
⚑ Als Beutetiere sind Pferde keine Opfer.
⚑ Ihre seitlich positionierten Augen ermöglichen Pferden einen 340° Panoramablick mit winzigen Blindzonen vorn und hinten. Auch ihr Gehörsinn und Geruchsinn ist vergleichsweise besser als die menschlichen Sinne.
⚑ Ausgestattet mit hoher emotionaler und sozialer Intelligenz nutzen die teamfähigen Tiere die Kraft der Herde.
⚑ Pferde verstehen das Paradox, dass Lebewesen zugleich getrennt und nicht getrennt sind.

Pferd
Pferdekopf, Zeichnung von Ralf Krampe, 12. Januar 2007
Hauspferd (Equus ferus caballus) nach Linnaeus, 1758

⚑ Pferde sind natürliche Lehrer für die Haltung der Achtsamkeit.
⚑ Mithilfe von Emotionen als Quelle ihrer Information erspüren Pferde den inneren Zustand und die Absichten der gegenwärtigen Raubtiere.
⚑ Als friedliebende Beutetiere greifen sie Raubtiere gemeinsam mit der Herde an, ohne dauerhaft nachtragend zu sein.
Gezähmte Pferde sind den Menschen ausgesetzt, die in einem raubtierhaften System programmiert worden sind.
⚑ Menschen bringen nur 10% ihrer Gefühle sprachlich zum Ausdruck, wohingegen 90% nonverbal übermittelt werden. Pferde erspüren die 90% der nonverbal ausgesandten Emotionen.
⚑ Pferde spüren die Stimmigkeit und Authentizität in Mitlebewesen. Nur wenn Emotionen und Ausdruck kongruent sind, reagieren sie positiv.
⚑ Abweichend von der Regel der Friedliebigkeit können stark traumatisierte und missbrauchte Hengste lebensbedrohliche Gewalt ausüben.

 

Machtkonstellationen

 

Dominanz kann als friedsame oder raubtierhafte Form der Macht ausgedrückt werden.
⚑ Das dominante Tier und das (meistens weibliche) Leittier in der Herde, das die stärkste Präsenz hat, am umsichtigsten und fürsorglichsten ist und die Gemeinschaft am meisten fördert, sind vielfach zwei verschiedene Herdenmitglieder.
⚑ In der Natur gibt es innerhalb und zwischen den Spezies gegenseitige Unterstützung (Kooperation), Vermeidung von Konkurrenzkämpfen und friedsame Führung. Es ist ein essentieller Faktor zur Sicherung des Überlebens und Gedeihens
aller bedeutsamen Arten von Lebewesen.
⚑ Getragen von sozialer Intelligenz praktiziert die Herde ein friedsames Macht-miteinander, das die Mitglieder der Gemein-
schaft weder dominiert noch überrumpelt, noch erzeugt es das "einsame Wolf"-Syndrom. Es gewährt allen Beteiligten eine deutlich größere Funktionsvielfalt, Kreativität und Neuerungen.

 

༺༻Vierstufige effektive Nutzung von EmotionenChakraFunktion
1.Die Emotion in ihrem reinsten Ausdruck fühlen 2. Chakra Aufnahme
Stufe 1: Innerhalb des noch gültigen linkshirnig gesteuerten Paradigmas von Dominanz und Unterwerfung nutzen Menschen ihre
               Gefühle und Emotionen auf ineffektive und unreife Weise.
               Gefühle zu unterdrücken oder übermäßig auszudrücken, sind die beiden Seiten einer dysfunktionalen Münze.
2.Die mentale Botschaft, die oberhalb der Emotion schwingt, aufnehmen 3. Chakra Ausgabe
3.Entsprechende Verhaltensänderungen vornehmen, die der Botschaft gerecht werden Unteres 4. Chakra Aufnahme
4.Das Gefühl loslassen, nachdem die Veränderung gemäß der Botschaft erfolgt ist Oberes 4. Chakra Aufnahme
Stufe 4: Emotionen zu übergehen oder sich vor ihnen abzuschotten, indem man sie vorzeitig "aufgibt", ist ebenfalls ein dysfunktionaler
               Ansatz. Pferde nutzen Emotionen als Information.
Als Folge ihres effizienten Umgangs mit Emotionen verbringen Pferde 99% ihres Tages
im Zustand der tiefen Verbundenheit und des Friedens.

 

Quellen (engl.) von und mit Linda Kohanov, US-amerikanische Reitlehrerin, Pferdetrainerin, Dozentin, Autorin
► Audiointerview Equine Magic With Linda Kohanov, Spielberg's War Horse, Happy Trails Sag, präsentiert von der US-amerikanischen
     Radiosendung des Gastgebers Robert Phoenix, 102:14 Minuten Dauer, Sendetermin 21. Dezember 2011
Vierstufige effektive Nutzung von Emotionen
► Gesprochenes Lehrvideo The Power of The Herd: A Nonpredatory Approach to Social Intelligence, Leadership, and Innovation
     [Macht der Herde. Friedsamer Ansatz der sozialen Intelligenz, Führung und Erneuerung], YouTube Film, 4:30 Minuten Dauer,
     eingestellt 29. März 2013
► Audiointerview The Power of the Herd; Non-Predatory Power and Horse Sense [Die Macht der Herde. Friedsame Macht und
     Pferdeweisheit], präsentiert von der The Rob Kall Bottom Up Radio Show, Gastgeber Rob Kall, US-amerikanischer Radiosprecher,
     1:30:21 Dauer, Podcast gesendet 18. Juli 2013
Die eigene Kraft annehmen, um mit einem traumatisierten gewalttätigen Hengst zu arbeiten
► Audiointerview Linda Kohanov, präsentiert von dem US-amerikanischen Velocity Radio, Kim Baker Show, Gastgeberin Kim Baker,
     Sendetermin 18. Juni 2013, YouTube Film, 13:01 Minuten Dauer, eingestellt 19. Juli 2013
► Videointerview The Power of the Herd [Die Macht der Herde], präsentiert von New World Library, Gastgeberin Monique Muhlencamp,
     Werbeleiterin, YouTube Film, 13:06 Minuten Dauer, eingestellt 13. Juni 2013
Den Unterschied zwischen raubtierhafter Dominationsmacht und friedsamer Wirkmacht verstehen lernen
► Videointerview Eponaquest "POWER OF THE HERD" Linda Kohanov in Deutschland, Barockreitzentrum Heimsheim, Deutschland,
     aufgenommen 6. September 2014, YouTube film, 7:21 minutes duration, posted 6. January 2015
► Audiointerview Learning From Horses and Master Herders [Von Pferden und Meisterhirten], MP3, präsentiert von der The Rob Kall
     Bottom Up Radio Show
, Gastgeber Rob Kall, US-amerikanischer Radiosprecher, 1:04:33 Dauer, Podcast gesendet 4. January 2017
Siehe auch:
Informationszeitalter ⇒ Konzeptuelles Zeitalter – Daniel Pink
Emotionen und ► Gesetz 3:1
See also: ► Innate horse wisdom – Four stages of effective usage of emotions

Drei Arten des Antriebs – Motivation

Der lateinische Begriff motivum liefert das Grundwort für Motivation, das Beweggrund, Antrieb, Motiv bedeutet. Extrinsische Motivation basiert auf dem Paradigma der Kausalität, der Bedürftigkeit und dem Streben nach Glück im Außen.

 

Es gibt drei Motivationsquellen, die sich mit spezifischen Fragen erkunden lassen:

  1. Äußere Motivation: Was will ich erreichen?
  2. Innere Motivation: Was will ich tun?
  3. Motivation des Tao: Was will geschehen?

 

Führungskräfte, die ihre Mitarbeiter mit äußerer Motivation in Form von Belohnungen zu motivieren suchen, orientieren sich an einem Fremdsteuerungsmodell. Motivationsspritzen (Incentives) wie Prämien, Sonderurlaube, Geschenke, leiten langfristig einen Teufelskreis ein, da die geköderten Mitarbeiter nicht aus eigenem Antrieb arbeiten. Immer größere Belohnungen lassen zudem die Arbeitsleistung und die Zusammenarbeit im Team in den Hintergrund treten.

Motivation

  • Motivation ist ein äußerliches, zeitweiliges Hoch, das einen vorwärts treibt.
    Inspiration ist ein innerliches, nachhaltiges Glühen, das einen heranzieht.

    Thomas J. Leonard (1955-2003) US-amerikanischer Gründer der Coach University und der International Coach Federation, EST-Angestellter, 1994

 

  • Wenn wir versuchen zu motivieren, beachsichtigen wir gewöhnlich nicht, anderen zu ihrem Besten zu dienen. Motivation ist bestenfalls ein Versuch, den anderen im Hinblick auf unser eigenes vorrangiges Interesse zu dienen. Diese offensichtlich selbstsüchtige Absicht löst zynisches Verhalten aus, statt zu inspirieren.
    Lance Secretan (*1939) englischer Wirtschaftsvisionär, Führungsexperte, Unternehmensberater, Theoretiker der Teaminspiration, Dozent, Autor, Quelle unbekannt

 

  • Motivation ist, mit einem anderen zu "verfahren".
    Im motivierten Zustand werden unsere Emotionen und unser Verhalten von äußeren Kräften bestimmt.
    Inspiration erfolgt aus einer seelenvollen Beziehung.
    Wenn wir inspiriert sind, werden unsere Gefühle und unser Verhalten von inneren Kräften bestimmt.

    Lance Secretan (*1939) englischer Wirtschaftsvisionär, Führungsexperte, Unternehmensberater, Theoretiker der Teaminspiration, Dozent, Autor, zitiert in: Artikel Inspirieren statt motivieren, Kamphausen, 2006

Inspiration

Inspiration ⇔ Motivation
BW-Werte nach der Bewusstseinsskala von Dr. David Hawkins
Stufe BWAusdruckEgo-TypeAntrieb – Anziehung
BW 155 Motivation Niederes Ego-Mind Getrieben von Emotionen / Wünschen
BW 275 Inspiration, spirituelle Intention Höheres Ego-Mind (Selbst) Getragen von Vernunft / Inspiration

Gegenüberstellung von Motivation und Inspiration

  • Motivation ist ein äußerliches, zeitweises Hoch, das einen vorwärts treibt.
    Inspiration ist ein inneres, tragfähiges Glühen, das einen vorwärts zieht.
    Thomas Leonard (1955-2003) US-amerikanischer Gründer der Coach University und der International Coach Federation,
    EST-Angestellter, 1994

 

Zitate zum Thema von Lance Secretan (*1939) englischer Wirtschaftsvisionär, Führungsexperte,
Unternehmensberater, Theoretiker der Teaminspiration, Dozent, Autor

 

  • Motivation, die auf Angst beruht, stammt aus der Persönlichkeit.
    Inspiration, die auf Liebe beruht, stammt aus der Seele.

 

  • Es ist ein Grundbedürfnis des menschlichen Geistes, inspiriert zu sein und andere zu inspirieren.

 

  • Die Realität unserer Zeit besagt, dass Menschen in inspirierenden Unternehmen, für inspirierende Führungskräfte, in inspirierenden Industrien und Berufen arbeiten wollen und Dinge machen möchten, die Kunden und Lieferanten und sie selbst inspirieren. Alles darunter ist nur ein Job. Und im Grunde gilt das für unser ganzes Leben: Wir wollen mit einem inspirierenden Menschen verheiratet sein, inspirierende Freunde und Kinder haben und ein inspiriertes Leben führen. Artikel Inspirieren statt motivieren, Kamphausen, 2006

 

  • Wenn wir uns bemühen zu motivieren, beabsichtigen wir gewöhnlich nicht, anderen im Sinne ihres höchsten Wohls zu dienen. Motivation ist bestenfalls das Bestreben, anderen hinsichtlich des stärksten eigenen Anliegens zu dienen. Diese offensichtlich selbstsüchtige Absicht fördert eher Zynismus statt Inspiration zutage.

 

  • Motivation ist etwas, das wir an einem anderen "tun".
    Sind wir motiviert, werden unsere Emotionen und unser Verhalten von äußeren Kräften bestimmt.
    Inspiration ist das Ergebnis einer beseelten Beziehung.
    Sind wir inspiriert, werden unsere Emotionen und unser Verhalten von inneren Kräften bestimmt.

 

  • Inspiration, nicht Motivation, ist der Schlüssel zur Umwandlung von Menschen und Organisationen. Großartige Führungspersönlichkeiten erkennen Ängste und entschärfen sie mit Liebe. Dadurch inspirieren sie.

 

  • Inspiration ist ein inneres Wissen, das jede Art von äußerer Motivation übersteigt.
    Zu wissen, wer wir sind und die Weisheit dieser Erkenntnis anzuwenden, ist, wie wir andere inspirieren.
Video references featuring Daniel Pink danpink.com (*1964) US American motivational speaker, chief speech writer of
US vice president Al Gore (1995-1997), visionary author
► Video interview What Really Motivates Workers: Autonomy Mastery Purpose [Was die Mitarbeiter wirklich motiviert: Eigenständigkeit,
     Meisterschaft, Sinngebung]], presented by the US American television news program CBS News, moneywatch.com, YouTube Film,
     8:27 Minuten Dauer, eingestellt 29. Januar 2010
► Video presentation on an inspired leadership style by Simon Sinek, US American marketing coach, How great leaders inspire action
    [Wie großartige Führer zu Engagement anregen], presented by TEDx Puget Sound Talks, 18:04 minutes duration, recorded
     September 2009, posted May 2010
See also: ► Motivation ⇔ inspiration

Mittel zum Zweck – Führungskunst

Sternenhimmel
Sternennacht, Vincent van Gogh
(1853-1890) niederländischer Maler, Juni 1889

Im Editorial des Chefredakteurs einer bekannten deutschen Wirtschaftszeitung stand zu lesen:

Um es in aller Deutlichkeit zu sagen – Unternehmer haben nur eine einzige Aufgabe, nämlich Gewinne zu erwirt-
schaften. Arbeitsplätze sind dafür nur Mittel zum Zweck.

 

Die im Mainstream angebotenen Theorien zur Führungsleistung und zu Führungsstilen entstammen aus dem Ego und der Per-
sönlichkeit der Beteiligten und richten sich an das Ego. Die Grundidee zeitgenössischer Theoretiker in Sachen Unternehmensführungskunst drückt sich in Kurzform so aus:

  • Unternehmensführung ist, Mitmenschen anhand von einer Reihe lehrbarer Konzepte erfolgreich zu manipulieren, auszubeuten und zu kontrollieren.

 

Wenn ein Unternehmen oder eine Sozietät vordergründig auf selbstsüchtigen Profit aus ist und Mitarbeiter und Kunden als Mittel zum Zweck einsetzt oder benutzt, wird es früher oder später abwärts wirtschaften.

Wertschätzung des Personals – Deutschsprachige Studie 2009

Anfang April 2009 wurde das "Human Resource-Barometer 2009" der Unternehmensberatung Capgemini bekannt gegeben. Aus den Antworten der befragten Personalverantwortlichen von 80 Unternehmen im deutschsprachigen Raum wurde erkenntlich, dass die Vorstände und Geschäftsführer ihre Kunden und Aktionäre immer noch wichtiger nehmen als ihre Mitarbeiter sowie die Personalentwicklung und -planung.

 

Zu vergeben waren insgesamt 100 Bewertungspunkte für drei Gruppen. Das durchschnittliche Ergebnis lautete:

  • Kunden: 41 Punkte
  • Aktionäre: 31 Punkte
  • Mitarbeiter: 28 Punkte

 

Jedes zwölfte Unternehmen vergab null Punkte für den Stellenwert seiner Mitarbeiter.
Die Unternehmensberatung Capgemini wertet die Vernachlässigung des Personals als groben Fehler. Den Mitarbeitern von 15% der deutschsprachigen Firmen, die ihr Personal mit null Punkten entwerten und ent-würdigen, empfiehlt Capgemini die Arbeitsstelle ohne Verzug zu wechseln.

Visionsträger im Wirtschaftsleben

Der englische Wirtschaftsvisionär Lance Secretan schrieb bereits im Jahr 1997 zum Thema unternehmerische Gier. Folgende Aussage ist fundamental konträr zu dem in der Geschäftswelt vorherrschenden Tenor:

Das oberste Ziel eines Unternehmens besteht nicht darin, Gewinn zu machen, sondern Menschen die Möglichkeit zu geben, zu wachsen, sich kreativ zu betätigen und einen konstruktiven Beitrag zur Verbesserung der Welt zu leisten. Vor allem aber hat es die Aufgabe, Wissen zu verbreiten, die Lebensqualität zu verbessern und die Menschen zufriedener zu machen.

Er bringt das Thema Geld prägnant auf den Punkt:

Profit ist wie Sauerstoff – wir brauchen ihn zum Leben, aber er ist nicht unser Lebenszweck!

 

Das Streben nach Glück ist ein in der US-amerikanischen Verfassung verbrieftes Menschenrecht und nach Abraham Maslows Bedürfnispyramide Ausdruck des Wachstums und der Selbstverwirklichung des Menschen. In diesem Sinn sieht es Secretan als Aufgabe von Unternehmen, dahingehend zu wirken, dass mehr allgemeine Zufriedenheit entstehen kann.

 

Im neuen Paradigma der Wirtschaft hat anstelle des Eroberns die Dienstleistung Vorrang.

Frage nicht, was dein Land für dich tut; frage, was du für dein Land tust. John F. Kennedy (1961-1963) politisch ermordeter 35. US-Präsident (1917-1963), Amtsantritt-Ansprache 1961

 

Secretan zeigt auf, dass moderne, zukunftsorientierte Führungskräfte nicht mehr dem Mythos Motivation nachlaufen, sondern dazu aufgerufen sind, vorerst die notwendige "innere Arbeit" zu leisten, um sich zu inspirierenden Führungskräften zu entwickeln.
Secretans Leitsatz ist: Durch Wertschätzung zur Wertschöpfung!

 

Das Geheimnis von inspirierten und inspirierenden Führungskräften besteht nach Secretan darin, dass es ihnen bis zu einem gewissen Grad gelungen ist, ihre Persönlichkeit (Ego) in einen erweiterten Seinszustand zu integrieren.

Verhaltensempfehlungen für Führungskräfte – Veden und der heilige Benedikt

pine_cone
Tannenzapfen

Empfehlung der vedischen Schriften Indiens
(1000 v. Chr.)

  • Deine höchste Verpflichtung ist gegenüber Gott und der Wahrheit.
  • Sei vor allem deinem Volk verpflichtet.
  • Umgib' dich mit Menschen, die einen guten Charakter haben.
  • Befolge das Dharma (rechtes Handeln).
  • Sorge für einen guten Zustand deines Unternehmens.
  • Sei selbstbeherrscht, demütig, rechtschaffen und aufrichtig.
  • Trage keine boshaften Gedanken im Herzen.
  • Keine Handlung wird einzeln verrichtet.

 

Führungsregeln für Äbte des Heiligen Benedikt
(6. Jahrhundert)

  • Er soll wissen, wie schwer und mühevoll die Aufgabe ist, die er übernommen hat: Seelen zu leiten und der Eigenart vieler zu dienen; bei dem einen soll er es mit liebenswürdiger Güte, bei dem anderen mit Tadel, beim dritten mit eindringlichem Zureden versuchen. Er ordne alles so maßvoll an, dass die Starken angezogen und die Schwachen nicht abgeschreckt werden.
    Vor allem darf er nicht über das Heil der ihm anvertrauten Seelen hinwegsehen oder es gering schätzen und seine Hauptsorge den vergänglichen, irdischen und hinfälligen Dingen zuwenden. Vielmehr soll er stets daran denken, dass er die Leitung von Seelen übernommen hat, für die er einst Rechenschaft ablegen muss. [...] Wenn er so immer in Furcht vor der Untersuchung lebt, die er als Hirt über die ihm anvertraute Herde zu gegenwärtigen hat, dann wird ihn die Verantwortung, die er für andere trägt, veranlassen, auf sich selbst Acht zu geben. Und indem er durch seine Mahnungen anderen zu Besserung verhilft, läutert er sich selbst von seinen eigenen Fehlern.
    Die Regel des heiligen Benedikt, zitiert in: Baldur Kirchner (*1939) deutscher Honorarprofessor für Unternehmensethik, Hochschule Neu-Ulm, freiberuflicher Seminarleiter für Rhetorik, Dialektik und Ethik, Vortragsredner, Autor, Benedikt für Manager. Die geistigen Grundlagen des Führens, Kapitel "Führender sein", S. 19-31, Dr. Th. Gabler Verlag, 20. Januar 1994, 4. Nachdruck 2004, 5. korrigierter Nachdruck 2007

Fünf Stammbildungen in der Gesellschaft – Langzeitstudie von David Logan

Gruppenstrukturen (Stämme) in Firmen und der Gesellschaft
[Die prozentuale Aufteilung von Stämmen bildet eine Gaußsche Normalverteilungskurve.]
Attraktor-
stufe
Eigenschaften
des Stammes
Bezeichnende
Redewendung
% Verteilung
Firma /
Bevölkerung
Gesamt-
wirkung
Tier-Ebene
BW-Werte
(Hawkins)
Stufe 1Überlebensmodus –
Scham- und Schuldkultur

Gangs, Gefängnisse – Ohne Werte
Feindseligkeit, Verzweiflung, Kriminalität
Das Leben ist beschissen!2% Energieverlust
1. Tier
Minus-Bereich
BW 1-74
–––––––––––
Irrtum
Stufe 2 Opferhaltung–Suchtstruktur
Mitlaufende Massenmenschen
Passiv resigniert antagonistisch
Unterdrückt sarkastisch
Mein Leben ist beschissen!25% Energieverlust
1. Tier
Minus-Bereich
BW 75-174
–––––––––––
Irrtum
Stufe 3 Stolz-Schamkultur – Ich-Kult
Selbstbezogener Individualismus
Wissensarbeiter: Wissen ist Macht.
Gewinnen ist persönlich
auf der Basis "meiner" Werte.
Ich bin großartig
(und du nicht)!
49% Energieverlust
1. Tier
Minus-Bereich
BW 175-199
–––––––––––
Irrtum

Die rankistische Stolz-Schamkultur umfasst etwa 76% der Weltbevölkerung.

Stufe 4 Schöpferisches Team – Wir-Kultur
Binnenwerteorientierung
Einfühlsame Kreative:
"Wir" sind größer als "ich".
Je größer der Feind,
desto machtvoller der Stamm.
Wir sind großartig
(und ihr nicht)!
22% Unterstützend
1. Tier Plus-Bereich
BW 200-499
–––––––––––
Linearität
Stufe 5Dienbereite Gruppe
Orientierung: Menschenwürde
und Menschenrechte

Unendliches Potential der Gruppe
Weltweiter Einfluss
Mitbewerber werden nicht bekämpft.
Das Leben ist
großartig!
2% Auslöser für
Weltveränderung

2. Tier Plus-Bereich
BW 500+
–––––––––––
Nichtlinearität

Die Würdekultur umfasst etwa 24% der Weltbevölkerung.

Audio- und Videoquellen (engl.) von und mit Dr. David Logan (*1968) US-amerikanischer Professor für Führungskräfteausbildung, Berater für Management, USC, Autor von Tribal Leadership
► Videopräsentation 'Tribal Leadership' by Dave Logan, John King, and Halee Fischer, präsentiert von BNETvideo
    6:11 Minuten Dauer, eingestellt 27. Oktober 2008
► Videopräsentation Tribal leadership, präsentiert von TEDx USC Talks, 16:39 Minuten Dauer, aufgezeichnet März 2009,
    eingestellt Oktober 2009
► Audiointerview The Art of Tribal Leadership [Die Kunst der Stammesführung], präsentiert von der Publikation Integral Life,
    Dialogpartner Ken Wilber, MP3, 48 Minuten Dauer, Juni 2010
► Videopräsentation Tribal Leadership, präsentiert von der Plattform Google TechTalks, Google Campus, Mountain View, Kalifornien,
    53:24 Minuten Dauer, aufgezeichnet und eingestellt 18. Januar 2011
Siehe auch:
Ken Wilber und ► Skala und ► Charisma und ► Wölfe im Wandel Gedicht
Scham und ► Schuld und ► Opferhaltung und ► Stolz und ► Irrtum und ► Sucht und ► Welt und ► Würde
See also: ► Five types of clusterings in companies and society – David Logan

 

Ein Stamm/Zusammenkunft ist eine Gruppe von 20-150 Personen. Die benutzte Sprache offenbart den jeweiligen Stamm.
Sich entwickelnde Gruppen können keine Stufe überspringen.
Es ist unwirksam, 'schlechte Früchte' auszusortieren. Wenn man die untersten 10% der Mitarbeiter entlässt,
    wird die verbleibende Belegschaft deren Position innerhalb der Gruppe ersetzen.
Authentische Führer können den Schwerpunkt der Gruppe mittels Sprache beeinflussen.
Nach Ken Wilber können 25% der Bevölkerung integrale Ansätze kognitiv verstehen,
    jedoch sind nur 2% in der Lage, sie zu vertreten und zu wahren.
Kommentar: Dies entspricht in etwa den statistischen Zahlenwerten, die David Logan in einer zehnjährigen Studie für die
    Stufe 4 (22%) und die Stufe 5 (2%) ermittelt hat.

 

Führer müssen auf allen Ebenen kommunizieren können, um jeden Einzelnen in der Gesellschaft zu berühren. Man lässt sie jedoch nicht dort, wo man sie angetroffen hat. Stämme können nur eine Sprachebene oberhalb und unterhalb ihres Standorts hören. [...] Führer vermitteln den Leuten innerhalb ihrer Stämme den Anstoß, auf die nächsthöhere Ebene zu wechseln.
Dr. David Logan (*1968) US-amerikanischer Professor für Führungskräfteausbildung, USC, Berater Autor

Die größte Herausforderung ist der Übergang zwischen Stufe 3 (Stolz) und Stufe 4 (Mut).
Dr. David Logan (*1968) US-amerikanischer Professor für Führungskräfteausbildung, Berater für Management, USC, Autor
Kommentar: Diese Hürde entspricht der Integritätsschwelle (BW 200), die nach David R. Hawkins 1987 und
laut den Zeitforschern Ian Xel Lungold and Carl Johan Calleman1 im Jahr 1999 überschritten wurde.

Führungsmodelle im Wandel

Führungsmodelle im Wandel
ZeitraumFührertypusFührer-Volk-Botschaft
1800-NeuzeitAttila, der Hunnenführer Folge mir, sonst wirst du bestraft!
Drittes Reich 1932-1945Deutsches Volk an
Adolf Hitler, Diktator
Führer befiehl, wir folgen!
50er JahreMentor Ich bin dein Vorgesetzter.
Möchtest du etwas von mir lernen?
NeuzeitSokrates, griechischer Philosoph Nutze die Chance, etwas von mir zu lernen!

Gallup-Statistik – Mitarbeiterengagement-Index

Von 2000 bis 2002 hat das Marktforschungsinstitut Gallup in Bezug auf das "Mitarbeiterengagement" weltweit mehr als drei Millionen ArbeitnehmerInnen befragt. Die Auswahl der InterviewpartnerInnen erfolgte nach dem Zufallsprinzip mittels RLD-Technik (Randomize Last Digits). Es wurden die so genannten Gallup Q12-Fragen gestellt, die in signifikantem Zusammenhang mit Ergebnis- und Leistungsmesswerten für MitarbeiterInnen der Unternehmen stehen.

 

Der Mitarbeiterengagement-Index weist drei Kategorien der emotionalen Firmenbindung auf

  1. Hohe emotionale Bindung an das Unternehmen – Sie sind von sich aus motiviert / inspiriert, Sie sind von sich aus motiviert / inspiriert, firmenloyal, sehr produktiv und empfinden ihr Arbeit als befriedigend.
  2. Geringe emotionale Bindung an das Unternehmen – Sie machen "Dienst nach Vorschrift" und fühlen sich ihrem Brötchengeber gegenüber nicht sonderlich verpflichtet.
  3. Keine emotionale Bindung an das Unternehmen – Sie sind verstimmt und haben eine negative, untergrabende Einstellung zu Arbeit und Arbeitgeber. Folgen: mangelnde Produktivität durch innere Kündigung, hohe Mitarbeiterfluktuation

Im Jahr 2002 ermittelte die Gallup Organisation einen so genannten U.S. Employee Engagement Index (US-Angestelltenengagement-Index), wofür es mehr als 87 000 Abteilungen oder Teams mit etwa 1,5 Millionen Angestellten untersucht hatte.

 

Das Ergebnis war:

  • 28 Prozent der Angestellten sind engagiert.
  • 55 Prozent arbeiten nicht engagiert.
  • 17 Prozent sind "aktiv" nicht engagiert.

 

Folglich fühlen sich 72 Prozent der Angestellten in den Vereinigten Staaten von Amerika mit ihrer Arbeit entweder emotional nicht verbunden oder, was noch schlimmer ist, sie sind aktiv damit beschäftigt, das Unternehmen zu untergraben, bei dem sie angestellt sind.2


 

Im Juni und Juli 2003 führte das demoskopische Institut Gallup unter an insgesamt 2001 deutschsprachigen volljährigen ArbeitnehmerInnen in Haushalten in der Bundesrepublik Deutschland eine telefonisch durchgeführte repräsentative Umfrage durch.

 

Das Ergebnis Mitarbeiterengagement-Index der deutschen ArbeitnehmerInnen 2003 fiel so aus:

  • 12 Prozent der Arbeitnehmer sind engagiert.
  • 70 Prozent arbeiten nicht engagiert.
  • 18 Prozent sind "aktiv" nicht engagiert.

 

Quelle: ► Artikel Arbeitnehmerengagement – Gallup-Umfrage in BRD 2003, präsentiert von Presseportal.de, 2003

Umfrage zur beruflichen Motivation – Arbeitsklima-Barometer (2008)

Die geringe Verbundenheit der Mitarbeiter mit ihrem Unternehmen lässt sich dem Marktforschungsinstitut IFAK zufolge häufig ein Defizit in der Personalführung zurückführen. Eine verbesserte Bindung der Mitarbeiter an das Unternehmen erzielten die Führungskräfte, wenn sie deren Bedürfnisse und Erwartungen berücksichtigten.

 

Starke Bindung an den Arbeitgeber 2003 engagierten sich laut Gallup 12 Prozent der deutschen Beschäftigten in ihrem Betrieb. 2007 fühlten sich
15 Prozent der Erwerbstätigen in Deutschland ihrem Arbeitgeber gegenüber verpflichtet und engagierten sich an ihrem Arbeitsplatz. 2008 ist der Prozentsatz auf 12 Prozent (3,8 Millionen) gefallen.
Sie fehlten im Schnitt an 4,3 Arbeitstagen und brachten der Zeit April 2007-April 2008 17,5 Ideen und Vorschläge ein.
Die motivierten Angestellten wollten zu 98 Prozent im nächsten Jahr und zu 87 Prozent auch noch in
5 Jahren für ihr derzeitiges Unternehmen arbeiten.
Mäßige Bindung an den Arbeitgeber Bundesbürger, einst als fleißig und verlässlich angesehen, spulen 2008 an ihrem Arbeitsplatz zu 64 Prozent (20,3 Millionen) nur ein Pflichtprogramm ab. 2003 arbeiteten laut Gallup 70 Prozent der deutschen Beschäftigten nicht engagiert in ihrem Betrieb.
Keine Bindung an den Arbeitgeber 2003 hatten laut Gallup 18 Prozent der deutschen Beschäftigten innerlich gekündigt, 2008 waren es 22 Prozent, 2008 waren es 24 Prozent (7,6 Millionen).
Sie fehlten im Schnitt an 10 Arbeitstagen und brachten im Schnitt in der Zeit April 2007-April 2008 8,4 Ideen und Vorschläge ein.
Die nicht motivierten Angestellten wollten zu 18 Prozent auch noch in 5 Jahren für ihr derzeitiges Unternehmen arbeiten. Jeder siebte deutsche Beschäftigte würde am liebsten seinen Chef entlassen.
Quelle: ► Befragung des IFAK Instituts, Taunusstein Deutsche haben keine Lust mehr auf Arbeit,
präsentiert von der deutschen Nachrichten-Website Netzeitung, dpa-Meldung, 9. Mai 2008
Referenz: ► Artikel Deutsche haben keine Lust auf Arbeit, präsentiert von der Publikation Männersache, 23. Oktober 2017

Globaler Integritätssindex – David Hawkins

Nach Angaben der Skala des Bewusstseins nach Dr. David R. Hawkins sind seit etwa der Jahrtausendwende 22% der gesamten Weltbevölkerung integer orientiert (oberhalb der Bewusstseinsschwelle 200).
In Industrieländern sind es knapp die Hälfte der Einwohner, die zum Wohl des Ganzen beitragen, statt von ihm Energie zu beziehen (rauben). Die Menschen guten Willens (über Bewusstseinswert 310) sind prozentual in weit geringerer Anzahl vertreten.
Die ermittelten Zahlenwerte von Hawkins decken sich in etwa mit den obigen Statistiken. Erst ab einem Bewusstseinswert von 310, der beispielsweise bei den so genannten Kulturell Kreativen (Wortschöpfung des US-amerikanischen Soziologen Prof. Paul H. Ray) anzutreffen ist, kann man von einem engagierten Menschen sprechen, von jemanden, der inspiriert handelt.

Keine Ziele setzen – keine Geschäftspläne erstellen

Secretan empfiehlt Führungskräften, sich nicht mit strategischer Zielsetzung und Jahres- und Geschäftsplänen herumzuschlagen, auch keine Geschäftsdirektiven (Mission Statements) abzugeben, an die sie sich – wenn danach befragt – nicht einmal erinnern können, sondern von innen heraus zu glühen und sich einige inspirierte Menschen ins Mitarbeiterteam zu holen, die nicht in erster Linie einem äußerem Beruf (Auftrag, Mission), sondern einer inneren Berufung nachgehen. Es sind Mitarbeiter, die einem Ruf ihrer Seele mit Be-geisterung folgen.
Secretan rät den Firmenleitern, mit dem Fluss des Tagesgeschäftes mitzugehen und sich um das, was jeweils aktuell ansteht, zu kümmern.

 

Der Wirtschaftsexperte Secretan empfiehlt, sich das C-A-S-T-L-E Prinzip zu eigen zu machen und durch Vorbild weiter zu vermitteln. Übersetzt heißt es:

  C  C ourage MutBW 200
  A  A uthenticity Echtheit ♦ IntegritätBW 200+
  S  S ervice DienbereitschaftBW 310+ [Menschen guten Willens]
  T  T ruth WahrheitBW 200+
  L  L ove LiebeBW 500+
  E  E ffectiveness Wirksamkeit ♦ NachhaltigkeitBW 200+
BW = Angabe des ermittelten Bewusstseinswerts nach der Skala des Bewusstseins von Dr. David Hawkins

Inspiriert-charismatischer Führungsstil – Lance Secretan

Der englische Wirtschaftsvisionär Lance Secretan hat untersucht, was einige der bedeutendsten Führungspersönlichkeiten in der Geschichte wie Thomas Jefferson, George Washington, Jesus Christus, Buddha, Mahatma Gandhi, Konfuzius, Martin Luther King Jr., Nelson Mandela, Mutter Teresa gemeinsam ist. In seinem Buch Inspirieren statt motivieren! Mit Leidenschaft zum Erfolg – so leben und führen Sie besser [Kamphausen Media, März 2006] hat er seine Ergebnisse zusammengefasst. Er kam zu folgenden Erkenntnissen:

 

Alaska
Mount McKinley, Denali, Alaska
  • Bedeutende charismatische Führungspersönlichkeiten folgen einem Ruf, einer Bestimmung, einer Vision, einem inneren Auftrag.
  • Sie leben das, was sie lehren, authentisch vor. (Walk your talk!)
  • Sie verkörpern Wahrhaftigkeit.
  • Sie legen kein Unternehmensleitbild, keine Firmenphilosophie, keine Wertekataloge, vor.
  • Sie dienen ihren Mitarbeitern, Mitstreitern oder Schülern.
  • Sie können ihre Mitarbeiter, Mitstreiter oder Schüler dazu inspirieren, sich einer gemeinsamen Aufgabe / Vision zu widmen.
  • Sie motivieren andere nicht aus Eigennutz.
  • Ihr Führungsstil inspiriert die Menschen, ihre innere Größe zu entfalten.
  • Er beruht nicht auf Angst oder Druck, sondern drückt "magischerweise" Liebe aus, welche die Seele ihrer Mitarbeiter, Mitstreiter oder Schüler unmittelbar berührt.
  • Sie vermitteln Hoffnung, Mut und Handlungsbereitschaft – unter schwierigen Ausgangsbedingungen.

 

Martin Luther King Jr. wurde berühmt für den dreimal wiederholten Satz "Ich habe einen Traum!"
Er sagte nicht: "Ich habe einen strategischen Plan!"
Mutter Teresa, wiewohl eine kontroverse Persönlichkeit, verkörperte ihren Ausdruck von Qualität.
Sie hatte kein Qualitätssicherungsprogramm.

 

Siehe auch: ► Charisma
See also: ► Inspired charismatic leadership – Lance Secretan

Weltbilderneuerung in der Geschäftswelt

Prof. Wolfgang G. Berger fasst seine Erkenntnisse zur anstehenden Weltbilderneuerung im Wirtschaftsleben in den Kapitelüberschriften seines Buchs Politik, Wissenschaft und Spiritualität (Arbor Verlag, 2001) folgendermaßen zusammen:

  1. Managementmethoden sind Modekrankheiten.
  2. Integrität ist der das einzige Tor zum Erfolg.
  3. Unternehmen sind nicht für den Markt da.
  4. Erfahrung ist nicht übertragbar.
  5. Sachkonflikte gibt es nicht.
  6. Organisatorische Macht ist wirkungslos.
  7. Unternehmensplanung ist Beschäftigungstherapie.
  8. Mitarbeiter sind Resonanzkörper.
  9. Unternehmer sind Neuronenkraftwerke.
  10. Visionen wirken stärker als Dynamit.

 

Quelle: ► Business Reframing.de

Konstitutionelles Denken in Gruppen

Fredmund Malik schlägt in seinem Buch Führen Leisten Leben als bestimmende Grundlage von Organisationen aller Art, nicht nur von Firmen, sondern auch kulturellen und politischen Institutionen, vor, den konstitutionellen Denk- und Organisationsansatz zu befolgen.


Malik stellt drei Grundsätze der Organisationsstruktur vor:

  1. Niemand ist unersetzlich.
  2. Regelkonformität gilt für alle. – Willkürherrschaft ist ungebührlich.
  3. Die Konstanz der Leistung zählt.

 

  • Die Geschicke einer Organisation dürfen nicht von der Gunst oder Missgunst einer Einzelperson abhängen. Anders formuliert heißt das: Niemand ist unersetzlich. Die Organisation ist strukturell angehalten, dafür zu sorgen, dass jeder ihrer Angehörigen sie verlassen kann und sie auch ohne ihn weiterhin funktioniert.

 

  • Alle, auch die leitenden Führungskräfte einer Organisation, haben sich an ein Regelwerk zu halten. Es darf keine Willkür herrschen.

 

  • Was zählt, ist die Konstanz der Leistung über eine lange Zeit, und nicht einzelne Spitzenleistungen (obwohl natürlich Spitzenleistungen, so sie denn geschehen, gern genommen werden).

Vertrauensbildung

Vertrauen kann entstehen, wenn die Handlungen eines Menschen verlässlich und vorhersehbar sind, was ganz einfach bedeutet: was man sagt, das gilt. Geradlinigkeit, Integrität und Verlässlichkeit schaffen die Basis, auf der eine konstruktive Zusammenarbeit möglich ist – eine Basis, die auch robust gegen Fehler und Irrtümer aller Art ist.

 

Rila
Sieben Rila-Seen, Rilagebirge, Bulgarien

Fredmund Malik schreibt dazu:

Wenn und insoweit es einer Führungskraft gelungen ist, das Vertrauen ihrer Umgebung zu gewinnen und zu erhalten, hat sie etwas extrem Wichtiges erreicht – nämlich eine robuste Führungssituation herzustellen: robust, im Gegensatz zu zerbrechlich; belastbar, im Gegensatz zu empfindlich.
Robust wogegen? Gegen die vielen Führungsfehler, die trotz aller Bemühungen, aller Disziplin und allem Können immer wieder unterlaufen.

 

Literatur:
Fredmund Malik (*1944) österreichischer Wirtschaftswissenschaftler mit Forschungsschwerpunkt Managementlehre,
     Managementberater, Führen Leisten Leben. Wirksames Management für eine neue Zeit, München, 1992
Reinhard K. Sprenger, deutscher Unternehmensberater, "Vertrauen führt", Campus-Verlag, Frankfurt, 2. Auflage 2004
Siehe auch: ► Vertrauen

Führungskunst ⇔ Management – Ethische Ausrichtung ⇔ Praktisch-effektive Orientierung

Qualitäten eines Führers – Grundlegend – Weibliche Energie ⇔ Enge Pforte
Erfüllung, Teamgeist, Gesamtbild-Überblick, Kreativität, Verbundenheit, Unterstützung, rechtshirnlastig



Ein Führer ...
denkt langfristig und handelt (folge)richtig.
⚑ ist ein inspiriertes Original (ganz er selbst) und ganzheitsorientiert.
⚑ konzentriert sich auf Menschen und erweckt Vertrauen.
⚑ erneuert und entwickelt.
⚑ stellt wesentliche Fragen.
⚑ fordert den Status quo heraus und fragt "Was?", "Wer?"
⚑ hinterfragt mit "Wie kommt es, dass?"
⚑ vertritt die Vision: "Wie kann ich dich unterstützen?"
⚑ versteht, dass Veränderung unaufhörlich geschieht und verhält sich entsprechend flexibel.
⚑ macht Brainstorming zusammen mit den Mitarbeitern in einem Teamumfeld.
⚑ anerkennt die erbrachten Leistungen.
⚑ ist lösungsorientiert.
⚑ ist bemüht um Kooperation mit zwei oder mehr Partnerunternehmen (joint ventures).

Qualitäten eines Managers/Chefs – Sekundär – Maskuline Energie ⇔ Breite Straße
Enorme Leistungen, Disziplin, Ordnung, Wettbewerb, Aggressivität, linkshirnlastig



Ein Manager ...
denkt kurzfristig und macht die Dinge richtig.
☛ ist eine auf das Image fokussierte Kopie.
☛ ist bilanzorientiert.
☛ ist leistungsorientiert.
☛ ist der klassische gute Soldat.
☛ akzeptiert den Status quo und fragt "Wie?" und "Wann?".
☛ konzentriert sich auf Systeme und Strukturen und verlässt sich auf Kontrolle.
☛ verwaltet und erhält.
☛ kennt (schon) alle Antworten.
☛ versucht, Änderungen zu kontrollieren und zu steuern.
☛ kündigt die Marschrichtung an ("Wir gehen folgendermaßen vor.").
☛ stellt Forderungen gemäß den Richtlinien und Vorschriften des Unternehmens.
☛ ist geneigt, jemanden zu beschuldigen und/oder zu bestrafen.
☛ betrachtet Mitbewerber als Feinde.
Inspiriert durch: ► Peter Drucker und Warren Bennis, US-amerikanische Management-Experten

 

Manager der Zukunft sind in der Lage, ...
1....Systeme optimierend zu organisieren.
2....Menschen im Sinne der Teamführung zu coachen.
3....Menschen im Sinne der gemeinsamen Sinnstiftung zu inspirieren.
4....die Vernetzung zwischen Menschen im Sinne einer übersummativen Intelligenz zu fördern.
Dann können wir optimieren, genauso gut wie Prozessmuster wechseln. Dann haben wir die
reife Balance zwischen Assimilation und Akkumulation. [...] Die erwachsenen Lernwege
sind immer eine Balance zwischen Stabilität und Instabilität.
Inspiriert durch:
► Videointerview mit Prof. Dr. Peter Kruse (1955-2015) deutscher Honorarprofessor für Allgemeine und Organisationspsychologie,
    Universität Bremen, Psychologe, Netzwerkforscher zur Komplexitätsverarbeitung in intelligenten Netzwerken und kohärenter
    Musterbildung, Geschäftsführer von Nextpractice, Unternehmensberater, Old school, new school. Führung, YouTube Film,
    Minute 1:21, 2:42 Minuten Dauer, eingestellt 7. Dezember 2007
Siehe auch: ► Würde und ► Stolz
See also: ► Leadership ⇔ management – High ground ⇔ low ground and ► Dignity and ► Pride

Kennmerkmale von erfolgreichen Führungsbegabten

Erfahrung ohne Begabung ist impotent. Erfahrung, Wissen und andere Fähigkeiten sind nicht unwichtig, Begabung ist jedoch die treibende Kraft eines Menschen zur individuellen Leistung. Begabung ist die Voraussetzung für Exzellenz. Sie können niemandem Einfühlungsvermögen beibringen oder Begeisterungsfähigkeit oder die intuitive Fähigkeit, die feinen Unterschiede von Menschen zu erfassen. Evelyn Dyer, Direktorin für Analyse und Consulting des Meinungsforschungsinstituts Gallup in Großbritannien und Senior-Analystin im Personalwesen

 

Zur Jahrtausendwende hat das Institut für Markt- und Meinungsforschung und Managementberatung Gallup (gegründet 1935) eine zwanzig Jahre dauernde Langzeitstudie zu den Kernmerkmalen von Führungsbegabten vorgelegt. Unter Leitung von Marcus Buckingham und Curt Coffman ("Gallup Organization") wurden dazu eine Million Mitarbeiter und 80.000 Führungskräfte aus allen Hierarchieebenen befragt.
Ergebnis: Die talentiertesten Manager arbeiten jeweils mit eigenem Stil, wiesen jedoch eine übereinstimmende Überzeugung auf: Menschen sind mittels Verhaltenskorrekturen weniger veränderbar als angenommen. Vorhandene Anlagen zu fördern, ist bereits mühsam.

 

Gallup behauptet, dass die in den vergangenen zwei Dekaden weltweit veröffentlichten rund 9.000 Prinzipien und Systeme zur Unternehmensführung nicht von Nutzen waren, dem Geheimnis erfolgreicher Führung auf die Spur zu kommen. Erfolgreiche Chefs und Manager agieren nicht regelkonform in Bezug auf das gemeinhin geltende Führungswissen. Als Katalysatoren im Arbeitsprozess schätzen sie ihre Mitarbeiter und pflegen eine nährende, jeweils typgerechte Beziehung mit ihnen.

Kernmerkmale von Führungsbegabten:

  1. Diszipliniertes Arbeiten
  2. Konsequente Visions- und Lösungsorientierung
  3. Vertrauen in die Mitarbeiter und ihre individuelle Begabung
  4. Fähigkeit und Bereitschaft, begabte Mitarbeiter zu hohen Leistungen zu inspirieren.

 

Orientierung von erfolgreichen Führungspersönlichkeiten:

  1. Chancen und Lösungen, weniger auf Probleme
  2. Zukünftiges, weniger auf Gegenwärtiges
  3. Wesentliches, weniger auf Dringendes
  4. Intentionale Ziele, weniger auf deren strategische Einzelheiten.

 

Die Langzeitstudie ermittelte vier Schlüssel, die erfolgreiche Führungsbegabte durchgehend anwenden:

  1. Sie wählen talentierte Mitarbeiter nach Begabungsprofil aus, weniger nach Erfahrung, Intelligenz oder Einsatzbereitschaft.
  2. Sie halten mit ihren Mitarbeitern eine gemeinsame Vision [das angestrebte Ergebnis], ohne sich auf vermeintlich "richtige Arbeitsschritte" zu berufen.
  3. Sie konzentrieren sich auf die Stärken ihrer Mitarbeiter, ohne ihre Schwächen beseitigen zu wollen.
  4. Sie fördern ihre Mitarbeiter interdisziplinär (flexible Breitbandstruktur mit überlappenden Gehaltsspannen) und helfen ihnen die passgerechte Stelle im Unternehmen zu finden, ohne in starren Hierarchie- oder Aufstiegs-Kategorien zu denken.

 

Gute Manager erreichen ihre Ziele mit ihren Mitarbeitern. Ihr Blick ist nach innen gerichtet. Sie wissen, wie es in der Firma, in jedem Mitarbeiter aussieht. Sie beobachten genau die unterschiedlichen Stile, Ziele, Bedürfnisse, die Motivation jedes Einzelnen. Sie bauen Beziehungen auf und konzentrieren sich darauf, aus Begabungen Höchstleistungen zu machen. Der Blick der Leader dagegen ist nach außen gerichtet. Sie beobachten den Wettbewerb, antizipieren die Zukunft und überlegen sich strategische Optionen. Sie müssen Visionäre, Strategen und Menschen mit der Fähigkeit sein, ein überzeugendes Bild der Zukunft zu entwerfen und die ganze Firma dafür zu begeistern, dieses Bild schrittweise in die Wirklichkeit umzusetzen.
Quelle:
► Evelyn Dyer, britische Direktorin für Analyse und Consulting des Meinungsforschungsinstituts Gallup, Senior-Analystin im Personalbereich, zitiert in: Artikel Es könnte so einfach sein, präsentiert von der monatlich erscheinenden deutschen Wirtschaftszeitschrift brand eins, Eckhart Flöther, Februar 2001

 

Literatur:
► Marcus Buckingham, Curt Coffman, Erfolgreiche Führung gegen alle Regeln. Wie Sie wertvolle Mitarbeiter gewinnen, halten
     und fördern
, Campus Verlag, März 2001

Zitate zum Thema Führen und Leiten / Leadership and management

Zitate allgemein

Wenn die Gerechten sich mehren, freut sich das Volk;
wenn aber ein Gesetzloser herrscht, seufzt ein Volk.
Sprüche 29, 2 (AT)

 

Hört auf die Leiter eurer Gemeinden und ordnet euch ihnen unter. Sie müssen einmal Rechenschaft
über euch ablegen, denn sie sind für euch verantwortlich. Macht ihnen das nicht zu schwer; sie sollen
doch ihre Aufgabe mit Freude tun und sie nicht als eine bedrückende Last empfinden. Dies würde euch
nur selbst schaden.
Hebräer 13, 17 (NT)

 

Persönliche Bekenntnisse

  • Ihre Autorität basiert nicht auf einer formalen Position [als spirituelle Führerin], die sie innehat. Ihre Kraft kommt einzig aus ihrer spirituellen Glaubwürdigkeit. Je mehr ich als Manager nach Vorbildern suchte, desto klarer erkannte ich, dass dies die Kraft mit den tiefsten Wurzeln ist. Wenn mein Chef mich bittet, ein Meeting zu arrangieren, dann schaue ich zuerst in meinen Kalender. Wenn Dadi Janki, zu der ich keine formale Beziehung habe, jedoch sagt, ich solle nach London kommen, dann setze ich mich einfach in das nächste Flugzeug!
    Tex Gunning (*1950) holländischer Wirtschaftswissenschaftler, ehemaliger Präsident von Unilever Bestfoods Asia über Dadi Janki (1916-2020) indische Präsidentin von Brahma Kumaris, Wahre Business-Gurus, präsentiert von dem deutschen Maga-
    zin "Was ist Erleuchtung? (WIE)", Craig Hamilton, US-amerikanischer Pionier in emergierender evolutionärer Spiritualität, WIE-Chefredakteur (1998-12/2006), Heft 16, Januar/März 2005

 

  • Ich habe mich eine Zeit lang dafür interessiert, wie große Führer gewaltige soziale Veränderungen bewirkten, zum Beispiel Christus, Mohammed, Gandhi, Mutter Teresa, Jeanne d'Arc oder Rev. Martin Luther King, Jr.. Betrachtet man ihre Geschichte, dann waren sie anfangs praktisch alle ausnahmslos völlig unbekannt. […] Ich befasste mich mit der Frage: Was machte ihre Ideen so überzeugend? Ihre Ideen waren nicht wirklich einzigartig. Tatsächlich waren sie oft ziemlich traditionell. Warum konnte dann der Ausdruck ihrer Überzeugungen eine derart tiefgreifende Wirkung haben? Was ich entdeckte war etwas, das meiner Meinung nach universale Gültigkeit besitzt. Sie untersuchten wirklich, was um sie herum geschah, sie untersuchten alle bestehenden Institutionen und hatten einen klareren Blick. Sie machten sich selbst nichts vor. Darüber hinaus hatten sie die Fähigkeit, sich selbst in der Zukunft vorzustellen und mit den vier Aspekten umzugehen, von denen ich meine, dass sie für jedes Verständnis wesentlich sind:
    1. Wie die Dinge waren (Geschichte),
    2. wie sie heute sind,
    3. wie sie werden könnten oder worauf sie hinführen,
    4. und wie sie sein sollten.
Sie hatten die Fähigkeit, diese umfassendere Frage des "wie-die-Dinge-sein-sollten" in der Zukunft zu betrachten
und zu entscheiden, wie sie sein sollten. Nun, das Interessante daran ist, dass sie alle praktisch ausnahmslos nicht
damit begannen, darüber zu predigen. Sie begannen damit, es zu leben, als sei es bereits wirklich. Sie änder-
ten ihre Lebensweise grundlegend und sagten: "Ich muss nicht so leben, wie ich jetzt gerade lebe."
Mutter Teresa sagte: "Ich kann einen Bettler von der Straße aufheben und ihm sagen, dass Gott ihn liebt, und ihm dabei helfen, mit Respekt und Würde zu sterben." […]
Als sie also anfingen, so zu leben, als sei das, was sein sollte, bereits eingetreten, hatten sie eine Authentizität, die unglaublich überzeugend war. Die Komplexitätstheorie würde dies als einen fremden Anziehungsfaktor bezeichnen, eine Legitimität, eine Authentizität. Und dann erst redeten sie darüber. Sie zögerten und zauderten niemals, wel-
ches Hindernis auch auftrat und wie auch immer sie beurteilt wurden.
Viele von ihnen starben, weil sie
auf keine andere Weise leben konnten. Einige von ihnen wurden umgebracht.
Ich glaube nicht, dass sie einzigartig waren. Ich glaube, diese Fähigkeit ist in jedem einzelnen menschlichen Wesen. Wir müssen einfach nur damit in Berührung kommen.
Interview mit Dee Hock (1929-2022) US-amerikanischer Gründer und gestaltender Geschäftsführer der VISA Kreditkarten-
Unternehmen, Gründer der NPO The Chaordic Commons, Chaos, Ordnung und Transformation, präsentiert von dem auf-
gelösten deutschen Magazin "Was ist Erleuchtung? (WIE)", Melissa Hoffman, Ausgabe 9, 2003

Chaordik Chaotisch-geordnetes Schwirren ist die Ausdrucksweise der Welt. Dee Hock prägte den Begriff chaordisch,
der den ausgewogenen Zustand zwischen Chaos und Ordnung beschreibt, in dem die Evolution am besten gedeiht.


 

Empfehlungen

  • Vergesst die Vorstellung, Anhänger zu sein. Niemand führt, und niemand folgt nach. Niemand ist Führer und nie-
    mand Anhänger. Wir gehen alle zusammen in einer Reihe. Ich habe das schon oft gesagt, aber ich sage es noch
    einmal, um euch daran zu erinnern. Mohandas Karamchand Mahatma Gandhi (1869-1948) indischer hinduistischer Weiser, spiritueller Führer der indischen Unabhängigkeitsbewegung, Rechtsanwalt, Verfechter des gewaltlosen Widerstands zur Durch-
    setzung politischer Ziele, zitiert in: MAHATMA – Das Leben Gandhis, 1869-1948, präsentiert von der Webseite gandhiserve.org, undatiert

 

  • Wenn du möchtest, dass eine Herde eine bestimmte Richtung einschlägt, so halte dich zurück. [...] Einige der tat-
    kräftigeren Rinder gehen in den Vordergrund, während die übrigen Tiere nachziehen. Eine Rinderherde führt
    man tatsächlich aus dem Hintergrund. Ein Führer sollte seine Aufgabe auf diese Weise verrichten. [...]
    Mir ist daran gelegen, kein Aufrührer zu sein. Die Menschen wollen die Zusammenhänge klar und verständlich
    erklärt bekommen. Sie erkennen es, wenn man ernsthaft mit ihnen spricht. Sie möchten sehen, wie du mit schwie-
    rigen Situationen umgehst und ob es dir gelingt, gelassen zu bleiben.
    Nelson Mandela [Vater der Regenbogen-Nation] (1918-2013) führender südafrikanischer Anti-Apartheid-Kämpfer, 27 Jahre po-
    litisch Gefangener, erster schwarzer Präsident Südafrikas (1994-1999); zitiert in: The Making of a Leader, präsentiert von dem
    wöchentlich erscheinendem US-amerikanischen Nachrichtenmagazin TIME, Richard Stengel, 9. Mai 1994

 

  • Wenn du nicht die menschliche Seite von allem am eigenen Leib kennengelernt hast, wie kannst du dann lehren
    oder heilen helfen? Um ein guter Medizinmann zu sein, musst du demütig sein. Du musst niedriger sein als
    ein Wurm und höher als ein Adler. Ratschlag an seinen Sohn und Chief von Archie Fire Lame Deer (1935-2001) urame-
    rikanischer Medizinmann der Lakota-Indianer, Aktivist für die indianische Kultur in den Vereinigten Staaten, zitiert in: Werbespot Geht und lernt den indianischen Weg, präsentiert von Horizonworld, ~ 2011

 

Öffentlicher Appell

  • Gesellschaftlicher Wandel wird sich erst einstellen, wenn die Menschen über Wirkmacht verfügen. Er erfor-
    dert einen neuen Ausdruck von Macht, eine friedsame Form von Macht. Nicht nur mangelnde Empathie lässt Kon-
    flikte
    und Leiden weiterhin bestehen, sondern auch die fehlende Wirkmacht, insbesondere die friedliche [nicht-
    raubtierhafte] Macht und Zivilcourage. Wir brauchen nicht nur Empathie, um die Welt zu verändern, sondern auch empathische, mitfühlende Menschen mit Heldenmut, die Situationen, wo gelitten wird, thematisieren und obendrein eine Form von Macht anwenden, die Veränderung auslöst, indem sie Menschen zur Rechenschaft zieht, ohne selbst missbräuchlich zu agieren. Wir brauchen mehr als nur Empathie, und mehr denn je brauchen wir empfin-
    dungsstarke
    , mitfühlende Einzelne, die Wirkmacht und Zivilcourage entwickeln, um solchen Konfliktherden zu
    Leibe zu rücken. Andernfalls nehmen lediglich Tyrannen und Soziopathen Machtstellungen ein.
    Audiointerview mit Linda Kohanov, US-amerikanische Reitlehrerin, Pferdetrainerin, Dozentin, Autorin, A New Interview with Linda, präsentiert von US-amerikanischen Webradio Attunement, Gastgeber Anthony Write, Minute 50:56, 52:50 Minuten Dauer, eingestellt von Eponaquest, multidisziplinäre Bildungsorganisation, ~3. Mai 2013

 

Schlussfolgerung

(↓)

Den Frosch küssen, um den Prinzen zu befreien

  • Ich war ganz verzweifelt, als Trump [zum US-Präsidenten] gewählt wurde. Als ich mitverfolgte, wie sich sein erstes Jahr der Präsidentschaft verlief, wurde mir klar, dass wir es mit einem Trickster-Setup (Täuscher/Gauner-Komplott) zu tun haben. Wir müssen den Frosch küssen, es ist unvermeidbar. Er verwandelt sich in einen Prinzen, doch das weiß man nicht, ehe man ihn geküsst hat. Wir mussten ihn wählen, weil er der Auslöser für den Bewusstseinswandel ist, der stattfin-
    den muss, der Individuen veranlasst, persönliche Verantwortung übernehmen und geistig zu reifen, um sich eine Welt
    jenseits vom Nationenmodell vorstellen zu können. Wir sind so sehr gespalten, dass wir die Überzeugungen und tief-
    sitzenden Ansichten der Mitmenschen respektieren müssen, ohne deswegen in den Krieg zu ziehen. So funktioniert
    es einfach nicht. Der Schritt in Richtung Eigenverantwortung ist ein Schritt, der über die Demokratie hinausgeht. Es
    gilt, alle erprobten Grundsätze der Demokratie beizubehalten und uns weiterzuentwickeln zu eigenverantwortlichen
    Bürgern. Audiointerview mit Penny Kelly, US-amerikanische Ingenieurin, Naturheilärztin, kundalinierweckte Hellsichtige, Dozentin, spirituelle Beraterin, wissenschaftliche Übersetzerin, Autorin, World Update from Penny Kelly, Teil 1, präsentiert von Podcast World of Empowerment, Honest-to-God Serie, Gastgeber Aingeal und Ahonu Rose, San Diego, YouTube Film, Minute 10:10, 35:30 Minu-
    ten Dauer, eingestellt 15. Dezember 2018
(↓)

Management mit Herz

 

(↓)

Management ⇔ Führungskunst

  • Management ist, wenn man die Dinge richtig macht;
    Führung ist, wenn man die richtigen Dinge macht.
    Peter Drucker [Sozialökologe] (1909-2005) US-amerikanischer Managementberater, Ausbilder, Autor, Warren Bennis (1925-2014) US-amerikanischer Professor für Betriebswirtschaft, Gelehrter, Organisationsberater, Pionier der Führungsforschung, Autor, zitiert in: Blogartikel Buchtipp: "Peter F. Drucker – Alles über Management", präsentiert von dem Blogspot pm-blog, Stefan Hagen, 21. September 2007

 

Karrikatur
Karikatur von Andrew Carnegies Philanthropie
Zeichner Louis Dalrymple, Magazin Puck, 1903

 

  • Management ist ein kybernetisch-evolutionärer Kreislauf-Prozess der kontrollierten Selbstorganisation und Selbstregulierung. Damit kann auch höchste Komplexität und Dynamik zuverlässig gemeistert werden. Interview mit Prof. Dr. Fredmund Malik (*1944) österreichischer Wirtschaftswissenschaftler mit Forschungsschwerpunkt Managementlehre, Managementberater, Direktor des Management Zentrums St. Gallen, Autor, Der Gewinn hat als Steuerungsgröße ausge-
    dient
    , präsentiert von der deutschen Wirtschafts- und Finanzzeitung Handelsblatt Online, Thorsten Giersch, S. 3, 17. Januar 2011, 9. Okto-
    ber 2012

 

  • Manager sind weltfremde, paranoide, egozentrische Autisten. Interview mit Daniel Goeudevert (*1942) belgisch-deutscher Topmanager in der Autoindustrie, querdenkender Unternehmensberater, Vizepräsident des Internationalen Grünen Kreuzes, Literat, "Ich bin noch nicht ganz normal", präsentiert von dem deutschen Nachrichtenmagazin Der Spiegel, Ausgabe 44, 28. Oktober 1996

 

  • Ein Unternehmen ist reine Erfindung: ein Projekt auf Papier, das unserer Vorstellungskraft gehorcht. Wenn wir es verändern, tun wir ihm keine Gewalt an, wir verbessern es vielmehr. Douglas Rushkoff (*1961) US-amerikanischer Medientheoretiker, Kolumnist, Referent, Autor, Dokumentarfilmer, Quelle unbekannt

 

  • Manager von morgen müssten eine partnerschaftlich orientierte Unternehmenskultur und ethikorientierte Führung verfolgen.
    Artikel Hochschulranking, präsentiert von dem deutschen Wirtschaftsmagazin Wirtschaftswoche, Ausgabe 23, 2. Juni 2008

 

(↓)

Führung in der partizipatorischen Demokratie

  • Der neue Führertyp im anbrechenden Zeitalter der partizipatorischen Demokratie ist ein Möglichmacher, ein Entscheidungs-Erleichterer, kein Befehlsgeber.
    John Naisbitt (1929-2021) US-amerikanischer Trendforscher in Europa und China lebend, Autor, zitiert in: Lutz Becker, Walter Gora, Johannes Ehrhardt, Herausgeber, Führungskonzepte und Führungskompeten, S. 111, Symposion, 1. Auflage 2006

 

(↓)

Alter männlich betonter Führungsstil:

  • Führungskräfte müssen eine gewisse Siegermentalität haben, um nach oben zu kommen, und die fehlt den Frauen. Frauen haben ein gestörtes Verhältnis zum Sieg, sie wollen mehr integrieren, aber eine Führungskraft muss auch fähig sein, andere hinter sich zu lassen, ja deutlich zu übertrumpfen. Gertrud Höhler (*1941) deutsche Unternehmensberaterin, Publizistin, Autorin, zitiert in: Zitat von Gertrud Höhler, präsentiert von gutezitate

 

(↓)

Leader ⇔ Manager:

  • Ein Manager ist zunächst nichts weiter als das Resultat der Organisationsstruktur, wobei der hierarchisch-technische Aspekt betont wird. Seine Autorität ist eine Positions-Autorität. Diese wiederum ist an ein Amt gebunden, dass er "von oben" erhält. Dadurch wird er legalisiert.
    Ein Leader hingegen kann, aber muss nicht, Resultat der Organisationsstruktur sein. Ein Leader führt vor allem Menschen. Seine Führungsleistung trägt etwas bei, was für die Empfänger von Führung vorteilhaft ist. Oder das fehlen würde, wäre sie nicht mehr da. Im Gegenzug wird er legitimiert. Reinhard K. Sprenger, deutscher Unternehmensberater, Vertrauen führt, Campus-Verlag, Frankfurt, 2. Auflage 2004

 

(↓)

Blick hinter die Fassaden der Macht

Vertrauen, eine der wichtigsten Ressourcen, wird aufs Spiel gesetzt.

  • Die Seerose ist für mich das passende Bild für das Agieren eines Großteils unseres Managements. Der krautige Oberflächenwucherer gilt als Meister der Selbstinszenierung, weil alle Voraussetzungen seiner Schönheit unter Wasser verborgen bleiben. Doch die Idylle ist trügerisch. Sowohl die Seerosen als auch viele Manager sind Starkzehrer. Sie tendieren dazu, ihrem Untergrund so viele Nährstoffe zu entziehen, dass sie ihren eigenen Lebensraum zu zerstören drohen. Daniel Goeudevert (*1942) französischer Literat, ehemaliger Manager in der Autoindustrie, querdenkender Unternehmensberater, Autor, Das Seerosen-Prinzip. Wie die Gier uns ruiniert, Dumont Literatur und Kunst Verlag, 25. August 2008

 

See
Hinterbrühler See
  • KarriereSPIEGEL: Herr Groß-Selbeck, wie haben sich die Anforderungen, die an Manager gestellt werden, in den vergangenen Jahren gewandelt?
    Groß-Selbeck: Die wichtigste Eigenschaft, die man heute braucht, ist Empathie – die Fähigkeit, andere Menschen zu verstehen und für eine Sache zu begeistern. Das war früher anders; da reichte es, Dinge von oben anzuordnen. Interview mit Stefan Groß-Selbeck, deutscher Gastprofessor für Internet und Gesellschaft, Alexander-von-Humboldt-Institut, Potsdam, Chef des Hamburger Business-Netzwerks Xing (2008-2012), Motivierte Mitarbeiter schaffen das Zehnfache, präsentiert von dem deutschen monatlich erscheinenden Wirtschaftsmagazin Manager Magazin und dem deutschen Nachrichtenmagazin Spiegel Online Thema "Karriere", 21. April 2011

 

(↓)

Donald Trumps Führungsstil: König und Killer

Nach Linda Kohanovs Studien muss "eine wirklich gute Führungskraft" allein oder eben eine Führungsriege untereinander fünf Führungsstile beherrschen (verkörpern)
den Dominanten [Beherrscher],
das Leittier [Leader],
den Unterstützer/Gefährten,
den Wächter und
das Raubtier [Killer].
Diese fünf Rollen organisieren die soziale Ordnung in der Herde.

  • Nomadische Hirtenmeister verbrachten den größten Teil des Tages mit der Versor-
    gung und Begleitung
    und als Wächter der Tiere. Das Verhalten des Gefährten erzeugt das Bindungshormon Oxytocin. Instinktmäßig dominante Pferde verhalten sich unreif und pöbeln rum. Sie können jedoch sozialisiert werden, um reife domi-
    nante Führer zu werden.
    Viele Menschen handeln im unreifen dominanten Zustand und praktizieren einen inzwischen ausgedienten Dominanz-/Unterwerfungsführungsstil. Die raubtierhafte, unreife Rolle des Killers und des Königs ist bei vielen Diktatoren im Laufe der Geschichte anzutreffen. Tyrannen und entmachtete Anhänger betrachten diese beiden Formen der Herrschaftsmacht [angewandten Zwangsmacht] als die einzigen verfügbaren Ausdrucksformen von Macht.
    Der US-amerikanische Präsident Donald Trump weist alle Kennzeichen eines unreifen raubtierhaften Dominanz-Führungsstils auf. Der reife Ausdruck seiner natürlichen Führungsqualitäten ist die nicht-räuberische dominante Rolle. Donald Trumps Vater Fred Trump drängte, vielmehr traumatisierte ihn, in jeder Arena als Mörder und König aufzutreten und sich durchzusetzen. Ausgestattet mit der natürlichen Fähigkeit, dominant [feldbeherrschend] zu sein, wurde dem jungen Donald mit Peitsche und Zuckerbrot beigebracht, beides zu sein.
       ➤ ein König – der sich als unreifes dominantes Raubtier gebärdet,
          [Übrigens ist es sinnlos, unreife Dominante zu beschämen. Auf Kritik reagieren sie mit Wut.]
       ➤ ein Killer – der die Raubtierrolle über Gebühr auslebt
          (indem er andere zu früh feuert, ohne ihnen die Chance gegeben zu haben zu glänzen).
Während Trump die Führungsrollen des Dominanten [Königs] und des Raubtiers [Killers] übermäßig nutzt, engagiert er sich nicht in den drei anderen Führungsstilen des Leittiers [Leaders], Wächters und Unterstützers / Weggefährten, die unverzichtbar sind, um eine Vertrauensbasis und ein Gleichgewicht der Kräfte aufzubauen.
YouTube Videointerview mit Linda Kohanov (*1950) US-amerikanische Reitlehrerin, Pferdetrainerin, Sprecherin, Autorin, präsentiert von dem kalifornischen Verleger New World Library, Moderatorin Monique Muhlencamp, Werbeleiterin, Linda Kohanov talks about THE FIVE ROLES OF A MASTER HERDER, 10:44 Minuten Dauer, eingestellt 19. July 2016; Understanding Donald Trump's Dominant Leadership Style, 4:06 Minuten Dauer, eingestellt 2. August 2016

 

  • Der zentrale Faktor für den Erfolg eines Unternehmens sind die Menschen und nicht die Unternehmensgrundsätze. […]
    Corporate Identity ist nur Papier, wenn die Grundsätze nicht vorbildhaft gelebt werden. Eine Führungspersönlichkeit, die bewusst und reflexiv handelt, bringt das Unternehmen langfristig zum Erfolg. Paul Kohtes (*1945) deutscher PR-Spezialist [Ketchum Pleon], Zen-Meditationslehrer, Führungskräfte-Coach, Autor, Ein Mann im Nichts, präsentiert von der überregionalen deutschen Tageszeitung Die Welt, Anette Frisch, Mai 2004

 

(↓)

Handlungsantrieb – Wertschätzung und Zuwendung

Gegenbeispiel: Motivationssteigerung durch Schadenfreude: Gelöschter Artikel Wie der homo oeconomicus tickt?, Jan Oliver Löfken, Journalist bei der Financial Times Deutschland (FTD), Hamburg, 23. November 2007

Kern aller menschlichen Motivation ist es, zwischenmenschliche Anerkennung, Wertschätzung, Zuwendung oder Zuneigung zu finden und zu geben. Joachim Bauer, Neuromediziner, Prinzip Menschlichkeit. Warum wir von Natur aus kooperieren, Hofmann und Campe, September 2006

 

(↓)

Stimme der Großmütter

  • Wenn die Großmütter sprechen, wird die Erde geheilt werden.
    Hopi Prophezeiung

 

  • Jedes Volk hat die politische Führung, die es verdient! Deutsche Redewendung

 

Referenz: de.Wikiquote-Eintrag Führung

Literaturzitate

  • Es gibt drei Kräfte auf dieser Erde, die das Gewissen dieser schwächlichen Rebellen zu ihrem eigenen Glück für immer besiegen und fesseln können:
    1. Das Wunder,
    2. das Geheimnis und
    3. die Autorität.
Fjodor Michailowitsch Dostojewski (1821-1881) russischer Romanschriftsteller, Die Brüder Karamasow, III, 3, Kaiser Verlag, Klagenfurt, 1978

 

Filmzitate und TV-Serien-Zitate

  • Nur einer von tausend Männern ist ein Führer von Männern – die anderen 999 folgen den Frauen. Aussage eines Gastes in der US-amerikanischen Fernsehshow You Bet Your Life, Gastgeber Groucho Marx (1890-1977) US-amerikanischer Komödiant, Entertainer, Schauspieler, 28. März 1951

Zitate von Lance Secretan

Lance Secretan (*1939) englischer Wirtschaftsvisionär, Führungsexperte,
Unternehmensberater, Theoretiker der Teaminspiration, Dozent, Autor,
Inspirieren statt motivieren!, Kamphausen Media, Bielefeld, 15. März 2006

 

  • Motivation, die auf Angst beruht, stammt aus der Persönlichkeit. Inspiration, die auf Liebe beruht, stammt aus der Seele. "Einleitung", S. 21

 

  • Führung soll eine dienende Beziehung zu anderen Menschen sein, die ihr Wachstum inspiriert und die Welt zu einem besseren Ort macht. S. unbekannt

 

  • Es ist ein Grundbedürfnis des menschlichen Geistes, inspiriert zu sein und andere zu inspirieren. Leseprobe

 

  • Es ist die Realität unserer Zeit, dass Menschen in inspirierenden Unternehmen, für inspirierende Führungskräfte, in inspirierenden Industrien und Berufen arbeiten wollen und Dinge machen möchten, die Kunden und Lieferanten und sie selbst inspirieren. Alles darunter ist nur ein Job. Und im Grunde gilt das für unser ganzes Leben: Wir wollen mit einem inspirierenden Menschen verheiratet sein, inspirierende Freunde und Kinder haben und ein inspiriertes Leben führen. S. unbekannt

Zitate von Peter Kruse

  • Der Manager der Zukunft sollte
    1. Systeme organisieren können im optimierenden Sinne.
    2. Er muss Menschen coachen können im Sinne der Teamführung.
    3. Er sollte in der Lage sein, Menschen zu faszinieren im Sinne der gemeinsamen Sinnstiftung.
    4. Und er sollte in der Lage sein, die Vernetzung zwischen Menschen zu fördern im Sinne einer übersummativen Intelligenz. [...]
Rose
Rote Rose
Dann können wir optimieren, genauso gut wie Prozessmuster wechseln. Dann haben wir die reife Balance zwischen Assimilation und Akkumulation. [...] Die erwachsenen Lernwege sind immer eine Balance zwischen Stabilität und Instabilität.
Videointerview mit Prof. Dr. Peter Kruse (1955-2015) deutscher Honorarprofessor für Allgemeine und Organisationspsychologie, Universität Bremen, Psychologe, Netzwerkforscher zur Komplexitätsverarbeitung in intelligenten Netzwerken und kohärenter Musterbildung, Geschäftsführer von Nextpractice, Unternehmensberater, Old school, new school. Führung, YouTube Film, Minute 1:21, 2:42 Minuten Dauer, eingestellt 7. Dezember 2007

 

  • Das Internet ist für jeden, der Macht haben möchte, eine Herausforderung.
    Das Internet hinterfragt die Konzentration von Dominationsmacht.
    Immer wenn jemand eine Machtposition behalten möchte,
    • werden Hierarchien in Frage gestellt,
    • werden alle möglichen Experten in Frage gestellt,
    • werden allerhand Wächter in Frage gestellt,
weil es ziemlich viele Möglichkeiten gibt, die Maßnahmen zu überlisten oder zu umgehen.
Im Netz kann man nicht durch schieren Eigenwillen mächtig sein. Nur durch Exzellenz ist es möglich, mächtig sein.
Entscheidend ist die empathische Zuwendung, nicht die geistlose Zwangsmacht.
Videointerview mit Prof. Dr. Peter Kruse (1955-2015) deutscher Honorarprofessor für Allgemeine und Organisationspsychologie, Universität Bremen, Psychologe, Netzwerkforscher zur Komplexitätsverarbeitung in intelligenten Netzwerken und kohärenter Musterbildung, Geschäftsführer von Nextpractice, Unternehmensberater, The Network is Challenging Us_06_a threat for existing systems.mp4, YouTube Film, Minute 0:17-Ende, 2:22 Minuten Dauer, eingestellt 9. April 2010

 

  • Leadership ist die Fähigkeit, Sinn zu stiften. Leadership ist die Aufgabe, das System lebendig zu halten. Ich glaube, dass Führungskräfte in Zukunft Sinnstifter sind und Vernetzer. Sie bringen die Sinnstiftung ins System. Videointerview mit Prof. Dr. Peter Kruse (1955-2015) deutscher Honorarprofessor für Allgemeine und Organisationspsychologie, Universität Bremen, Psychologe, Netzwerkforscher zur Komplexitätsverarbeitung in intelligenten Netzwerken und kohärenter Musterbildung, Geschäftsführer von Nextpractice, Unternehmensberater, Sinnstiftende Führung, Vimeo video, 1:56 Minuten Dauer, eingestellt von Lohas Scout 8. Januar 2012

Zitate – Psychologie der Massen

                 § 1. Die Führer der Massen                 

 

Sobald eine gewisse Anzahl lebender Wesen vereinigt ist, einerlei, ob eine Herde Tiere oder eine Menschenmenge, unterstellen sie sich unwillkürlich einem Oberhaupt, das heißt einem Führer.

 

Lauch
Bärlauchfeld zur Blütezeit im Wald

In den menschlichen Massen spielt der Führer eine hervorragen-
de Rolle. Sein Wille ist der Kern, um den sich die Anschauun-
gen bilden und ausgleichen. Die Masse ist eine Herde, die sich ohne Hirten nicht zu helfen weiß.

Sehr oft war der Führer zuerst ein Geführter, der selbst von der Idee hypnotisiert war, deren Apostel er später wurde. Sie hat ihn so sehr erfüllt, dass neben ihr alles verschwand und dass ihm nun jede gegenteilige Anschauung als Irrtum und Aberglaube erscheint. So z.B. Robespierre, der von seinen wunderlichen Ideen so hypnotisiert war, dass er sich zu ihrer Verbreitung der Mittel der Inquisition bediente.

Meistens sind die Führer keine Denker, sondern Männer der Tat. Sie haben wenig Scharfblick und könnten auch nicht anders sein, da der Scharfblick im allgemeinen zu Zweifel und Untätigkeit führt. Man findet sie namentlich unter den Nervösen, Reizbaren, Halbverrückten, die sich an der Grenze des Irrsinns befinden. So abgeschmackt auch die verfochtene
Idee oder das verfolgte Ziel sein mag, gegen ihre Überzeugung wird alle Logik zunichte. Verachtung und Verfolgung
stört sie nicht oder erregt sie nur noch mehr. Persönliches Interesse, Familie, alles wird geopfert. Sogar der Selbst-
erhaltungstrieb ist bei ihnen ausgeschaltet, und zwar in solchem Maße, dass die einzige Belohnung, die sie oft an-
streben, das Martyrium ist. Die Stärke ihres Glaubens verleiht ihren Worten eine große suggestive Macht. Die Men-
ge hört immer auf den Menschen, der über einen starken Willen verfügt. Die in der Masse vereinigten Einzelnen
verlieren allen Willen und wenden sich instinktiv dem zu, der ihn besitzt.

 

In der Masse sinkt der Verstand mit der Anzahl der Versammelten.

 

In der Masse verliert der Einzelne seine Kritikfähigkeit, sagt oder tut Dinge, die er als Einzelner ablehnen würde.

 

In der Massensituation kommt es in der Regel zur psychischen Ansteckung und der Einzelne neigt zu einem affek-
tiven, primitiv barbarischen Verhalten.

 

Der Einzelne gibt in der Massensituation sein individuelles Bewusstsein auf zu Gunsten des Massenbewusstseins
und lässt seine Handlungen davon leiten.

 

Gefühle, Moral und geistiges Niveau können im Massenkollektiv höher oder niedriger sein als beim Einzelnen.

 

Beim Aufzählen der Faktoren, die imstande sind, Massenseelen zu erregen, kann man sich die Erwähnung der
Vernunft sparen.

 

Die Masse ist durch logische Beweise nicht zu beeinflussen […]. Es ist die einfache Behauptung ohne jeder
Begründung ein sicheres Mittel, um ihr eine Idee einzuflössen. Intelligenz ist als Massenphänomen unmöglich.

 

Noch nie haben Massen nach Wahrheit gedürstet. Von den Tatsachen, die ihnen missfallen, wenden sie sich ab und ziehen es vor, den Irrtum zu vergöttern. Wer sie zu täuschen versteht, wird leicht ihr Herr, wer sie aufzuklären sucht, stets ihr Opfer.

 

Die Massen urteilen gar nicht oder falsch. Die Urteile, die die Massen annehmen, sind nur aufgedrängte, niemals geprüfte Urteile.

 

Nur Katastrophen haben die Kraft, Licht in die Köpfe derer zu bringen, die voller Illusionen sind. S. 240

 

Die Massen kennen nur einfache und übertriebene Gefühle. [...]
Herrschsucht und Unduldsamkeit sind für die Massen sehr klare Gefühle, die sie ebenso leicht ertragen, wie sie sie
in die Tat umsetzen. Die Massen erkennen die Macht an und werden durch Güte, die sie leicht für eine Art Schwäche halten, nur mäßig beeinflusst. Niemals galten ihre Symphatien den gütigen Herren, sondern den Tyrannen, von denen sie kraftvoll beherrscht wurden.
"§ 4. Unduldsamkeit, Herrschsucht (autoritarisme) und Konservatismus der Massen"

 

Quelle: ► Gustave Le Bon (1841-1931) französischer Sozialpsychologe, Soziologe, Begründer der Massenpsychologie,
Rudolf Eisler, Übersetzer, Psychologie der Massen [Psychologie des foules], Ersterscheinung 1895, 1911

General quotes – Art of leadership

If you want to govern the people you must place yourself below them.
If you want to lead the people you must learn how to follow them.

Tao Te Ching [The Book of the Way], verse 66, paragraph 2, 800-200 BC

 

When the righteous are in authority, the people rejoice,
but when the wicked beareth rule, the people mourn.
Proverbs 29, 2 (AT)

 

Personal avowals

  • I believe today that my conduct is in accordance with the will of the Almighty Creator.
    Adolf Hitler [Führer / Reichskanzler] (1889-1945) Austrian-German fascist leader of the Nazi Party during the Third Reich (1933-1945), Mein Kampf, volume 1, chapter 2, [1925-1926] Pimlico, London, 1939, 1998

 

Efeu
Ivy, Chanticleer Garden, Pennsylvania

Recommendations

  • Don't wait for the leaders. Do it alone. Person to person.
    Mother Teresa of Calcutta (1910-1997) Albanian-born Indian Catholic nun, saint, missionary, humanitarian, founder of the Order of the Missionaries of Charity, Nobel Prize for Peace laureate, 1979

 

  • When you want to get a herd to move in a certain direction, you stand at the back. [...] A few of the more energetic cattle move to the front and the rest of the cattle follow. You are really guiding them from be-
    hind. This is how a leader should do his work. [...]
    I try not to be a rabble rouser. People want things explained to them clearly and rationally. They recognize when someone is speaking to them seriously. They want to see how you handle difficult situations and whether or not you stay calm.
    Interview with Nelson Mandela (1918-2013) leading South African anti-apart-
    heid activist, prisoner for 27 years during apartheid, first black president of South Africa (1994-1999), The Making of a Leader, presented by the US American weekly news magazine TIME, Richard Stengel, 9. May 1994

 

 

 

Conclusions

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Proposing a pedagogy with a renewed relationship between teacher, student, and society.

  • Leaders who do not act dialogically, but insist on imposing their decisions, do not organize the people – they manipulate them. They do not liberate, nor are they liberated: they oppress. Paulo Freire, Ph.D. (1921-1997) Brazilian educator, influential theorist of critical pedagogy, Pedagogy of the Oppressed, Portuguese original, 1968, English translation by Myra Ramos, 1970

 

Insights

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Trumps in the Internet age: empathy and excellence

The Internet is dispersing force mechanisms.

  • The Internet is a challenge for everyone who wants to have power.
    The Internet is a challenge for the formation of power.
    • ➤ Any hierarchy is in question,
    • ➤ any expert is in question,
    • ➤ any gatekeeper is in question, whenever a person wants to keep a powerful position
because the possibilities to circumvent, to go around, are quite high.
I cannot be powerful in the net just by will.
I can only be powerful by perfection [i.e. excellence].
It's a matter of empathy, not a matter of trivial power [force].
Video interview with Peter Kruse, Ph.D. (1955-2015) German psychologist, expert in complexity processing in intelligent networks, CEO of Nextpractice, management consultant, The Network is Challenging Us_06_a threat for existing systems.mp4, YouTube film, minute 0:17-end, 2:22 minutes duration, posted 9. April 2010

 

  • We are shifting from a managerial society to an entrepreneurial society. Observation by John Naisbitt (1929-2021) US Ameri-
    can futurologist, China expert, living in Europe and China, author of Megatrends, 1982, cited in: AZ Quotes
  • When the Master governs, the people are hardly aware [...] that he exists.
    Next best is a leader who is loved.
    Next, one who is feared.
    The worst is one who is despised.
    If you don't trust the people, you make them untrustworthy.
    The Master doesn't talk, he acts. When his work is done, the people say, "Amazing: we did it, all by ourselves!"
Lao-Tzu (604-531 BC) Chinese sage, philosopher, founder of Daoism, Stephen Mitchell, translator, Tao Te Ching [The Book of the Way], verse 17, 800-200 BC, 1988

 

 

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Faking it – leaders and led

Appearance of knowing

  • How is it possible that the strongest of all instincts, that for survival, seems to have ceased to motivate us? One of the most obvious explanations is that the leaders undertake many actions that make it possible for them to pretend they are doing something effective to avoid a catastrophe: endless conferences, resolutions, disarmament talks, all give the impression that the problems are recognized and something is being done to resolve them. Yet nothing of real importance happens; but both the leaders and the led anesthetize their consciences and their wish for survival by giving the appearance of knowing the road and marching in the right direction. Erich Fromm (1900-1980) German American social psychologist, psychoanalyst, sociologist, humanistic philosopher, To Have or to Be?, Harper & Row, 1976

 

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Community glue

Insigths based on Kurtzman's interviews with more than 50 leaders

  • What is common purpose? It is that rare, almost-palpable experience that happens when a leader coalesces a group, team or community into a creative, dynamic, brave and nearly invincible we. It happens the moment the organization's values, tools, objectives and hopes are internalized in a way that enables people to work tirelessly toward a goal. Common purpose is based on a simple idea: the leader is not seperate from the group he or she leads. Rather, the leader is the organization's glue – the force that binds it together, sets its direction, and makes certain that the group functions as one, and makes certain that the group functions as one. Common purpose is rarely achieved, but I have seen it when a leader is able to bring about results that are outsized, measurable, and inspiring. Joel Kurtzman, US American senior fellow of the non-profit, non-partisan think tank Milken Institute, executive director of SAVE Project, member of the editorial board of MIT Sloan Management Review, former editor-in-chief of the Harvard Business Review (HBR), author, Common Purpose. How Great Leaders Get Organizations to Achieve the Extraordinary, "Introduction",
    S. xii, Jossey-Bass, 1st edition 1. March 2010

 

Efeu
Hedera used as underplanting, Hyde Park, Sydney
  • No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings. Peter Drucker (1909-2005) US American management consultant, self-described "social ecologist", educator, writer, cited in: Article Leadership Quote: Peter Drucker, presented by the publication Integral Leadership Review, August 2011

 

  • What is the one thing that all transformational leaders share in common? Self-awareness and the ability to lean into emotional discomfort.
    What is glaringly missing from many leaders? Self-awareness and the ability to lean into emotional discomfort.
    You can't lead people if you don't understand emotion in yourself and other people. Video interview with Brené Brown, Ph.D., LMSW (*1965) US American shame, vulnerability, empathy researcher, Graduate College of Social Work, University of Houston, public speaker, author, Willing to Fall, Facebook video, minute 0:21, 8:45 minutes duration, posted by The Work of the People 18. December 2015

 

  • The most revered figures throughout the traditions of the world became memorable because they were uniquely themselves. Their behavior was uncommon, exceptional in some way, even radical. Whether a spiritual teacher or an artist, a healer or a leader; they are remembered because they managed to manifest the uniqueness within them. Michael Meade Mosaicvoices.org US American storyteller, mythologist, ritualist, spokesman in the men's movement, author, Fate and Destiny. The Two Agreements of the Soul, Greenfire Press, 30. September 2010

 

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Address to rogue state leaders

 

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Becoming great leaders and good leaders

Key phrase and scope of the Leadership Conference Forum 2004

  • More than ever, a new concept, and practice of leadership which transcends the dichotomy of "hard" and "soft" power is needed.
    "Hard power", the font of conventional leadership, is the resultant force of our mental, material and competitive assets: intent, analysis, competence, insight, speed, dexterity, physical resources.
    "Soft power", the least utilized and most difficult to exercise, is the resultant force emerging from our conscience, heart and soul: values, principles, inspiration, the spark to dream and take action, empathy, humanity, open-mindedness, the energy to be just warriors, compassion, love.
    Lasting success in business, enterprise, politics or civil society, today and in the years to come, can only be achieved by recombining the elements of hard and soft power into a new fabric of leadership. Newly discovered knowledge, such as the science and spirit of interconnectedness and emotional-physical linkages, need to be added to the ingredients that make up this new fabric. Gelöschter Artikel Forum 2004: Great Leaders. Good Leaders, präsentiert von Spirit in Business, Gottlieb Duttweiller Institut (GDI) Rüschlikon, Zürich, Switzerland, undatiert

 

  • [It] involves the presentation of ambitious claims to transform managerial practice, organizational structures and cultures and, crucially, organizational performance, through the recommendation of a fundamental almost magical cure or transformation that rejects the past, and reinvents the organization, its employees, their relationships, attitudes and behavior. Timothy Clark, US American author, Graeme Salaman, US American author, Telling Tales. Management Gurus' Narratives and the Construction of Managerial Identity, presented by the peer-reviewed academic journal Journal of Management Studies, # 35, 137-61, S. 138, 1998

 

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Compassion in business

  • A study at Cornell University's Johnson Graduate School of Management found that compassion and building teamwork will be two of the most important characteristics business leaders will need for success a decade from now. Bruce Cryer, Lew Doc Childre, US American human development specialist, originator of the HeartMath® System, founder ot the HeartMath Institute, nonprofit research and education organization for reducing stress, self-regulating emotions and building energy, Boulder Creek, California, 1991

 

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Selfsecurity [charisma] enhances coherence.

  • Selfsecurity will be a hallmark of the leaders and exceptional organizations of the future. Selfsecurity in an individual or a system brings a high ratio of coherence. Leaders or organizations with selfsecurity can push power and authority downstream and develop centers of innovation and excellence at all levels of the organization. Bruce Cryer, Lew Doc Childre, US American human development specialist, originator of the HeartMath® System, founder ot the HeartMath Institute, nonprofit research and education organization for reducing stress, self-regulating emotions and building energy, Boulder Creek, California, 1991

 

(↓)

Purpose ⇔ efficiency

 

  • Every successful business leader has to make the shift from I to we. Bill George, US American businessman, academic, professor of management practice, Henry B. Arthur Fellow of Ethics, Harvard Business School, Peter Sims, True North. Discover Your Authentic Leadership, Jossey-Bass, San Francisco, 1st edition 9. March 2007

 

  • The new leader is a facilitator, not an order giver. Observation by John Naisbitt (1929-2021) US American futurologist, China
    expert, living in Europe and China, author of Megatrends, 1982, cited in: AZ Quotes

 

  • Leadership involves finding a parade and getting in front of it. John Naisbitt (1929-2021) US American futurologist, China
    expert, living in Europe and China, author of Megatrends, 1982, cited in: AZ Quotes

 

 

(↓)

Company culture

  • The way you treat your employees is the way they will treat your customers. Richard Branson (*1950) English business magnate, founder and chairman of Virgin Group

 

Reference: en.Wikiquote entry Leadership

Quotes by authoritarian David R. Hawkins

⚠ Caveat See Power vs. Truth, January 2013

(↓)

Youth/peer culture – disclaiming and disrespecting authentic authority and parents

  • Adolescents respond primarily to the pressures of peers and the media and give lip service to parents. This disrespect for parents is aided and abetted by current social, educational, and political forces that derive a sense of power from disclaiming the authenticity of all authority. The error is based on the misperception of integrous, true authority as nonauthentic authoritarianism, i,e., the "postmodern" rejection of logic, intelligence, rationality, and ethics. Dr. David R. Hawkins, Truth vs. Falsehood. How to Tell the Difference, chapter 9 "Social Structure and Functional Truth",
    S. 103, 2005

 

(↓)

"Hate the Leader Syndrome"

 

Bad leadership

  • The art of leadership [...] consists in consolidating the attention of the people against a single adversary and taking care that nothing will split up that attention. Adolf Hitler [Führer and Reichskanzler] (1889-1945) Austrian-German fascist leader of the Nazi Party during the Third Reich (1933-1945), Mein Kampf, volume 1, chapter 10, [1925-1926] Pimlico, London, 1939, 1998

Literary quotes

  • Men who find themselves late are never sure. They are all the things the civics books tell us the good citizen should be: partisans but never zealots, respectors of the facts which attend each situation but never benders of those facts, uncomfortable in positions of leadership but rarely unable to turn down a responsibility once it has been offered [...] or thrust upon them. They make the best leaders in a democracy because they are unlikely to fall in love with power. Stephen King (*1947) US American author of contemporary horror, suspense, science fiction and fantasy fiction, The Stand, Doubleday, September 1978

Quotes by Richard Barrett

Appeal

  • Our business leaders must stop seeking to be the best in the world and start seeking to the best for the world. Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, The New Leadership Paradigm, S. 13, selfpublished via lulu.com, 2010, paperback issue 9. January 2011
(↓)

Four pillars of Conscious Capitalism

  • [Paraphrased] Four pillars of Conscious Capitalism
    1. Higher purpose of making money
    2. Equal consideration to all stake holders (employees, customers, shareholders, local community, society)
    3. Conscious leadership
    4. Conscious culture
Removed audio interview with Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, Love, Fear and the Destiny of Nations – The Future of Western Civilisation, No. 23, MP3, presented by Dr. Nicholoas Beecroft, British consultant psychiatrist, YouTube film, minute 48:44, 1:27:17 duration, posted 11. April 2012
Reference: Rajendra S. Sisodia, Ph.D., Indian US American professor of marketing, Bentley University, co-founder and chairman of the Conscious Capitalism Institute, founding member of the Conscious Capitalism movement, Jagdish N. Sheth, Ph.D. (*1938) Burmese-US American Charles H. Kellstadt professor of marketing, Goizueta Business School, Emory University, David B. Wolfe,
US American customer behavior expert, author, Firms of Endearment. How World-Class Companies Profit from Passion and Purpose, Pearson Prentice Hall, 1st edition 10. February 2007

 

  • First, leaders need to understand that it’s their leadership that creates the culture and is the principal driver of performance in their company. They need to be committed to personal transformation and their leadership team needs to be able to adapt. Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, Q&A With Richard Barrett: The Bottom Line Impact of a Cultural Transformation, presented by the location-based social networking and dating application and website Skout, David Gebler, aired 24. January 2011

 

  • [Paraphrased] The most successful sustainably transformed organizations follow these principles:
    1. Higher purpose (beyond making money) supported by employees linking them to the common good of society
    2. Equal treatment of all stakeholders (employers, suppliers, customers, shareholders, local community and society)
    3. Conscious leadership (self-aware leaders living their values)
    4. Conscious (company) culture (that can be measured)
Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, Conscious Capitalism, sponsored by the Italian company Asterys, Rome, YouTube film, minute 0:11, 3:15 minutes duration, posted 27. November 2012

 

(↓)

Creating conscious culture in companies

  • In a values driven organization the real role of the leader is actually to manage the values [of the organisation]. I am not the first person to say that it. Way back in 1983 Tom Peters (*1942) in his book In Search of Excellence said that's the real role of the leader: to manage the values of the organization. In fact, what he is really talking about is being able to manage the culture of the organization. Cultural capital is the new frontier of competitive advantage. Who you are and what you stand for as an organization is the passport to success. Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, Conscious Capitalism, sponsored by the Italian company Asterys, Rome, YouTube film, minute 1:09, 3:15 minutes duration, posted 27. November 2012

 

(↓)

Interdependence and sustainability

  • Organizations are not separate from society, they are part of society. And in fact, I would say that it's only important for organizations to pay attention to the environmental conditions that we live in. Because if the environment crashes our society will crash. And if the society crashes our business will crash. So therefore, it is in the best interest of every organization to think about their global impact, to think about sustainability, to think about the local community and to do good in the world. Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, Conscious Capitalism, sponsored by the Italian company Asterys, Rome, YouTube film, minute 2:35, 3:15 minutes duration, posted 27. November 2012

 

See also: ► Richard Barrett

Quotes by Dee Hock

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Quotes by Dee Ward Hock:

Birth of the Chaordic Age, Berrett-Koehler Publishers, 1999

 

  • We are at that very point in time when a 400-year-old age is dying and another is struggling to be born – a shifting of culture, science, society, and institutions enormously greater than the world has ever experienced. Ahead, the possi-
    bility of the regeneration of individuality, liberty, community, and ethics such as the world has never known, and a harmony with nature, with one another, and with the divine intelligence such as the world has never dreamed.
    Dee Ward Hock (1929-2022) US American founder and CEO Emeritus of the VISA credit card association, founder of non-profit
    organization The Chaordic Commons, cited in: article The Trillion-Dollar Vision of Dee Hock, presented by the monthly US American business magazine Fast Company, M. Mitchell Waldrop, 31. October 1996

 

  • To be precise, one cannot speak of leaders who cause organizations to achieve superlative performance, for no one can cause it to happen. Leaders can only recognize and modify conditions that prevent it; perceive and articulate a sense of community, a vision of the future, a body of principle to which people can become passionately committed, then encourage and enable them to discover and bring forth the extraordinary capabilities that lie trapped in everyone struggling to get out. Dee Ward Hock (1929-2022) US American founder and CEO Emeritus of the VISA credit card association, founder of non-profit organization The Chaordic Commons, article The Art of Chaordic Leadership, presented by the publication Leader to Leader, No. 15, winter 2000

 

  • One need not know and be able to prove in advance what could be accomplished. One need not have a precise plan about how to get there. In a complex, rapidly changing world, a clear sense of direction, a compelling purpose, and powerful beliefs about conduct in pursuit of it, seemed to me infinitely more sensible and robust than mechanical plans, detailed objectives and predetermined outcomes. Dee Ward Hock (1929-2022) US American founder and CEO Emeritus of the VISA credit card association, founder of non-profit organization The Chaordic Commons, cited in: article What if We Took the Lead?, presented by the publication Leading Smart, Tim Stevens, 12. April 2010

 

Pferde
Herd of wild horses
  • A true leader cannot be bound to lead. A true follower cannot be bound to follow. The moment they are bound, they are no longer leader and follower. One who is coerced to the purpose, objective, or preference of another is not a follower in any sense of the word, but becomes an object of manipulation. Nor is the leader a true leader of those so manipulated. If the behavior of either is compelled, whether by force, economic necessity or contractual arrangement, the relationship is altered to one of superior/subordinate, management/employee, master/servant, or owner/slave. All such relationships are materially different than leader/follower. Induced behavior is the essence of leader/follower. Compelled behavior is the essence of all others. Where behavior is compelled, there lies tyranny, however benign. Where behavior is induced, there lies leadership, however powerful. Dee Ward Hock (1929-2022) US American founder and CEO Emeritus of the VISA credit card association, founder of non-profit organization The Chaordic Commons, cited in: article The Art of Chaordic Leadership, presented by the publication Leader to Leader, No. 15, winter 2000

 

  • One's time will be consumed managing self, superiors, and peers. There will be no time to manage subordinates. […] One need only select decent people, introduce them to the concept, induce them to practice it, and enjoy the process. […] What is there to do but see they are properly recognized, rewarded and stay out of their way? It is not making better people of others that management is about. It's about making a better person of self. Income, power and titles have nothing to do with that. Dee Ward Hock (1929-2022) US American founder and CEO Emeritus of the VISA credit card association, founder of non-profit organization The Chaordic Commons, cited in: , presented by AZ Quotes

 

  • Control is not leadership; management is not leadership; leadership is leadership.
    If you seek to lead, invest at least 50% of your time in leading yourself your own purpose, ethics, principles, motiva-
    tion, conduct. Invest at least 20% leading those with authority over you and 15% leading your peers.
    Dee Ward Hock (1929-2022) US American founder and CEO Emeritus of the VISA credit card association, founder of non-profit organization The Chaordic Commons, cited in: Peter Allen, Leadership 2.0: Leading Successful Teams, Businesses, Communications and Leadership Principles, chapter 3, S. 29, 2020

 

(↓)

Quotes by Dee Ward Hock:

Article Transformation by Design, presented by the dissolved US American magazine "What is Enlightenment?", Melissa Hoffman, issue 22, 2003

(↓)

Three questions

  1. "Why are organizations increasingly unable to manage their affairs?"
  2. "Why are individuals increasingly in conflict with and alienated from the organizations of which they're a part?"
  3. "Why are society and the biosphere increasingly in disarray?"
Interview with Dee Ward Hock (1929-2022) US American founder and CEO Emeritus of the VISA credit card association, founder of non-profit organization The Chaordic Commons, Transformation by Design, presented by the dissolved US American magazine "What is Enlightenment?", Melissa Hoffman, issue 22, 2003

 

  • [Paraphrased] The brain is organized on a set of chaordic principles.
    Governments and organizations are mental concepts around which people and resources gather in pursuit of common purpose. The heart and soul of healthy governments and organizations is healthy purpose and principles. When clearly understood and articulated, and commonly shared, they are the genetic code of any healthy organization. [...] Once you get a group of people who really begin to understand this, then energy, excitement, and enthusiasm literally explode out of them – they know what to do. Interview with Dee Ward Hock (1929-2022) US American founder and CEO Emeritus of the VISA credit card association, founder of non-profit organization The Chaordic Commons, Transformation by Design, presented by the dissolved US American magazine "What is Enlightenment?", Melissa Hoffman, issue 22, 2003

 

  • Great leaders created enormous social change – take Christ, take Muhammad, Gandhi, Mother Teresa, Joan of Arc, Martin Luther King, Jr. When you look back at their history, almost without exception they were nobodies. Nobody! Gandhi was just a mediocre attorney who got thrown off a train into the dust by the British because he was Indian. Mother Teresa – just an ordinary nun. What made their ideas so compelling? Their ideas weren't that unique. Why, then, did their articulation of their beliefs have such profound effect? They really examined what was happening around them, and examined all the existing institutions, and saw with clearer vision. They didn't delude themselves about it. Furthermore, they had the capacity to project themselves into the future and deal with the four aspects that I think are essential to understanding anything:
    1. how things were (history),
    2. how they are today,
    3. how they might become or where they're heading,
    4. and how they ought to be.
They had the capacity to take that larger question of "how things ought to be" into the future and decide how they ought to be. Once they began to live as though what ought to be was true, they had an authenticity that was just compelling. Complexity theory would call it a strange attractor, a legitimacy, an authenticity. And then they talked about it. They never wavered, no matter what the obstacle, or what the condemnation. And many of them died because they couldn't live any other way. Some of them were killed.
Interview with Dee Ward Hock (1929-2022) US American founder and CEO Emeritus of the VISA credit card association, founder of non-profit organization The Chaordic Commons, Transformation by Design, presented by the dissolved US American magazine "What is Enlightenment?", Melissa Hoffman, issue 22, 2003

 

  • We're on the knife's edge where we're going to undergo cataclysmic institutional failure.
    [...] two possible scenarios.
    1. The first would be that we'll have a massive series of institutional failures, social anarchy, and enormous societal and biological carnage – [...] almost total centralization of power and control, which will result in a widespread loss of liberty and freedom. That will last for a while, but it ultimately will not work, much like the Soviet Union.
    2. The second scenario is that enough momentum can be put behind more chaordic ideas of organization, and there can be enough interconnection and enough actual examples of these organizations built so that as the old institutions are failing, the energy of the people goes into the emerging new forms. Existing organizations can even come to realize that transformation is essential for their health and continued existence. You would then see people's energies and resources move away from destructive behavior toward constructive behavior. If that happens, it's going to be the emergence and rebirth of a community in harmony with the human spirit and biosphere.
Interview with Dee Ward Hock (1929-2022) US American founder and CEO Emeritus of the VISA credit card association, founder of non-profit organization The Chaordic Commons, Transformation by Design, presented by the dissolved US American magazine "What is Enlightenment?", Melissa Hoffman, issue 22, 2003

Quotes by Linda Kohanov – Horse wisdom

Personal avowals

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Eponaquest

  • I realized that many of the challenges we currently face cannot be solved by debating and defending surface ideology. Over time, I was able to isolate four highly unproductive habits humans engage, regardless of their religious, cultural, philosophical, or political background, which I call the Stone Age Power Tools3. I argue that if we refrain from using these antiquated yet still prevalent ways of dealing with stress and trying to influence others – replacing these habits with twelve Guiding Principles4 that offer a non-predatory approach to interpersonal challenges, personal empowerment, and creativity – our world cannot help but change for the better. Linda Kohanov (*1950) US American riding instructor, horse trainer, speaker, author, The Power of the Herd. A Nonpredatory Approach to Social Intelligence, Leadership, and Innovation, presented by the Californian publisher New World Library, 1st edition 5. March 2013

 

(↓)

Rite of passage

Gaining the trust of an angry stallion – ancient power archetype

  • I thought that I could win him [my angry life threateningly dangerous stallion] over through kindness, sympathy, understanding and bodywork. He wasn't having any of that. He actually demanded that I become powerful in order to work with him. That also became a metaphor for me of what we're facing in our culture. The whole reason there are so many bullies and sociopaths in power is because the empathetic, compassionate people out there in the world have not exercised a different form of power where they can stand up to those people in a way that creates productive social change. I realized it wasn't enough to be empathetic and understanding and compassionate. I also had to have [warmhearted connecting] power in order to rehabilitate this very angry abused stallion who would threaten my life. So I think more people who are sympathetic and understanding must step in that new kind of power in order to change the world because otherwise we will keep the bullies and sociopaths in power. Audio podcast interview with Linda Kohanov (*1950) US American riding instructor, horse trainer, speaker, author, The Power of the Herd; Non-Predatory Power and Horse Sense, presented by The Rob Kall Bottom Up Radio Show, host Rob Kall, US American radio host, minute 1:05:36, 1:30:21 duration, aired 18. July 2013
  • Ultimately, leadership is an advanced form of personal development. If you want to bring your vision into form in this world you do need leadership skills. Video interview with Linda Kohanov (*1950) US American riding instructor, horse trainer, speaker, author, The Power of the Herd, presented by the Californian publisher New World Library, host Monique Muhlencamp, publicity director, YouTube film, minute 11:26, 13:06 minutes duration, posted 13. June 2013

 

  • 90 percent of the messages we [humans] send back and forth to each other are in the nonverbal range. […] We need to learn these interpersonal skills that involve nonverbal elements of communication in order to really be effective, especially as leaders. Leadership presence is really hard to define because of a lot of the elements of leadership presence are in that other 90% of the nonverbal range. Video interview with Linda Kohanov (*1950) US American riding instructor, horse trainer, speaker, author, The Power of the Herd, presented by the Californian publisher New World Library, host Monique Muhlencamp, publicity director, YouTube film, minute 6:04, 13:06 minutes duration, posted 13. June 2013

 

  • Social change is not going to occur until people have power. And it has to be a new form of power, a non-predatory form of power. It's not just a lack of empathy that causes conflicts and suffering to continue it is also a lack of power, particularly non-predatory power and emotional heroism. Not only do we need empathy to change the world, but we need empathetic, compassionate people with emotional heroism to walk into situations where suffering occurs and also show a form of power that effects change and holds people accountable without also becoming abusive. We need more than empathy and more than ever we need sensitive, compassionate individuals to develop the power and emotional heroism to step into these conflicts. Otherwise we just get bullies and sociopaths in power. Audio interview with Linda Kohanov (*1950) US American riding instructor, horse trainer, speaker, author, A New Interview with Linda, presented by Eponaquest, multi-disciplinary educational organization, host Anthony Write, minute 50:56, 52:50 minutes duration, aired ~3. May 2013

 

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5 leadership roles (5 fingers of a hand)

4 non-predatory forms/fingers of power: Dominant, Leader, Sentinel, Nurturer/Companion –– 1 predatory form/thumb of power: Predator

  • Over thousands of years "master herders" of nomadic herding cultures developed a multifaceted, socially intelligent form of leadership combining the five roles of Dominant, Leader, Sentinel, Nurturer/Companion, and Predator. The fluid interplay of these roles allowed interspecies communities to move across vast landscapes, dealing with predators and changing climates, protecting and nurturing the herd while keeping massive, gregarious, often aggressive animals together – without the benefit of fences and with very little reliance on restraints. Linda Kohanov (*1950) US American riding instructor, horse trainer, speaker, author, The Five Roles of a Master Herder. A Revolutionary Model for Socially Intelligent Leadership, New World Library, 14. June 2016

 

Herde
Auklet flock, Shumagins 1986
  • You really need all five leadership roles [Dominant, Leader, Sentinel, Nurturer/Companion, and Predator] in balance in order to operate at a really successful level with free and empowered people. When you pick a favored role and overemphasize it that role also has a shadow side that is still with dysfunctional behavior, because you need these other roles to combat that dysfunctional behavior. […] When you avoid or abdicate roles you also can be really quite toxic to a professional environment that you are working in. Video interview with Linda Kohanov (*1950) US American riding instructor, horse trainer, speaker, author, Linda Kohanov talks about THE FIVE ROLES OF A MASTER HERDER, presented by the Californian publisher New World Library, host Monique Muhlencamp, publicity director, YouTube film, minute 6:29, 10:44 minutes duration, posted 19. July 2016

 

  • A dominant animal in a herd gains influence by pushing others around. […] They have this sort of divisive energy and this also directing pushy energy. If overused it becomes very much like a bully. […] What dominant animals also do when they are in an adolescent state is that they'll attack others for little or no reason. […] It's an instinctual thing that naturally dominant people and animals will do to keep everybody a little off balance. It sort of works in the short term. People will defer to you because they are constantly nervous about when you might lash out or attack, but it destroys trust on a team. And nobody chooses to follow an overly dominant person or animal in a novel situation. So overly dominant people will often try to enforce the status quo because they have more power there, because they know instinctually that they can push others, and they can intimidate others, and they can make others yield, but nobody chooses to follow them toward a new vision. Video interview with Linda Kohanov (*1950) US American riding instructor, horse trainer, speaker, author, Linda Kohanov talks about THE FIVE ROLES OF A MASTER HERDER, presented by the Californian publisher New World Library, host Monique Muhlencamp, publicity director, YouTube film, minute 8:13, 10:44 minutes duration, posted 19. July 2016

 

  • For thousands of years, the invisible forces of charisma, bravery, poise, focus, endurance, and conviction have been most reliably bolstered by a silent, non-predatory tutor. Recognizing the horse's multi-cultural importance, not just as a beast of burden, or even a companion of kings, but as a teacher of kings, conquerors, heroes, and pioneers, is an essential first step in wrestling this wisdom from obscurity and purposefully exercising it in the future. […]
    To become a student of the horse – rather than a calculating, disconnected master – is to master our own predatory tendencies, reclaiming our original calling to move beyond instinct in partnership with nature, tapping our potential to become visionary leaders capable of rallying the endlessly evolving, fully conscious forces of a truly empowered herd. Linda Kohanov (*1950) US American riding instructor, horse trainer, speaker, author, The Power of the Herd. A Nonpredatory Approach to Social Intelligence, Leadership, and Innovation, chapter 12, New World Library, 1st edition 5. March 2013

 

See also: ► Robert Augustus Masters

Assessments of the leadership phenomenon Donald Trump

Groomed as king and killer – Donald Trump's leadership style

  • [Paraphrased] Nomadic master herders spent most of the day in nurturing, companionship and sentinel activity. The nurturer companion way is the one that produces oxytocin, the bonding hormone. Instinctually dominant horses that act immaturely, are bullying, can be socialized to become mature dominants.
Trump
Donald Trump, CPAC 2015, Washington, DC, 27. February 2015
A lot of people operate in the immature dominant state applying a meanwhile outdated dominance/submission leadership style. The predatory immature killer/king role is characteristic of many dictators throughout history. Tyrants along with disempowered followers consider those two forms of domination power [applied force] as the only available expressions of power.
US president Donald Trump has all the characteristics of an immature predatory dominant. The mature expression of his natural leadership skill is the non-predatory dominant role. Donald Trump's father Fred Trump pushed [i.e. traumatized] him to prevail in every arena to be a killer and a king. Endowed with the natural ability to be dominant young Donald has been taught and rewarded to be both
➤ a king – expressed as immature predatory dominant [Shaming immature dominants is futile, it throws them into a rage.]
➤ a killer – by overemphasizing the predator role [i.e. culling others too soon without giving them a chance to excel].
While over-using the Dominant and Predatory roles, Trump doesn't engage in the three other leadership styles Leader, Sentinel, Nurturer/Companion that are required for building trust and balance. YouTube video interviews with Linda Kohanov (*1950) US American riding instructor, horse trainer, speaker, author, presented by Californian publisher New World Library, host Monique Muhlencamp, Linda Kohanov talks about THE FIVE ROLES OF A MASTER HERDER, 10:44 minutes duration, posted 19. July 2016; Understanding Donald Trump's Dominant Leadership Style, 4:06 minutes duration, posted 2. August 2016

 

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The Trump phenomenon of The Uninvited Guest

  • Trump's so-called madness is all over the place. He is out of control. […] We continue to open to the uninvited guest, we welcome him in, we don't reject him.
    We have a need to desperately begin to look at the world through principles that are other than rational order like of aperspectival thinking in Gebser's work, like Jung's synchronistic ideas, like acausality [meaningful coincidences]. […]
    Unless that [trickster] Mercurius factor is added to our consciousness, our rational thinking is going to run us into a mess. […] Unless I am Trump in every way he is, but don't act it out, I will not be able to be in contact with the instincts it [the shadow] often has. […] If I don't wrestle with it, I will tend to act it out. […] If I wrestle with those [shadow] impulses they can inform me and help me embody my own nature on deep instinctual levels. Audio interview with Nathan Schwartz-Salant, Ph.D. (1940-2020) Swiss-American Jungian psychologist, author Speaking of Jung – Episode #26: Nathan Schwartz-Salant, pod-
    cast episode #26, presented by the podcast platform Speaking of Jung, host Laura London, minutes 52:02, 30:15, 39:28, 54:35 minutes duration, aired 30. June 2017

 

Trump is a test of equilibrium.

Waage
Two-scaled balance
  • If you think [the undignified man] Donald Trump is a bad thing [an embarrassement] for America, you don't understand. […] Donald Trump is a test of equilibrium. He actually understands what Empire is. And he is actually working to dismantle it, which is a very painful process which has been needing to come for a good two hundred years in this country. […] No other world leader is talking about that. Is he narcissistic? Is he uncouth? Yeah. In the old days he would have been called a megalomaniac. You need that sort of rhinoceros superthickness to even do that role. [...] It [the presidency] is a test of polarization. […] When Trump wins, you realize that that's going to sort the wheat from the chaff. It's going to reveal people's fake equilibrium, people's fragile peace, their very vulnerable harmo-
    ny. […] When you are going to block out a figure like Donald Trump it is always a revealer of one's true state. Those people I know who I would classify as men and women of substance and depth, all find Trump to be a fascinating exposer of society's conceits, especially in the democratic party and the left wing and those with socialist tendencies, they are having a terrible problem with this. [...] Most [spiritually oriented] people are left wing, are liberal. That is starting to change now. People are saying, 'the left is not the answer, the right is not the ans-
    wer. There has to be something else.' [...] This figure [Trump] only gives to the society, if you approach it the right way. […] You have to control the consensus view. The consensus view is generally wrong. [...] Humility is neccessary, you can't proceed down this path to equilibrium if you're full of doctrine and dogma.  Minute 9:34/10:16
    We need this heyoka, this contrarian warrior, this figure that is going to call all the conceits of society into question. Trump is a great example of a polarizing figure, because he is not an establishment figure despite of his upbringing and his cor-
    porate backgrounds. […] He serves as the lense for the desintegration of this dream that we live in a sort of stately, re-
    fined, cultured, democratic, peaceful world. We don't. We're in the Wild West – it is – all over the world. […] Europe is
    on fire. The nations are being destroyed, racial genocide is happening across Europe. And Trump is calling that out. And so they call him a racist. He is not. He is saying, 'You don't understand what race is, you don't understand what a nation
    is.' This isn't coming from his own brilliance. […] He serves as the focal point from a nation that is asking very difficult questions, but has ignored them. Minute 16:34
Video interview with Neil Kramer (*1972) British spiritual philosopher, teacher specializing in the fields of consciousness, metaphysics, and mysticism, The Power of Peace with Neil Kramer, Spiritual Philosopher, presented by the free video streaming site ReginaMeredith.com, host Regina Meredith, YouTube film, 50:49 minutes duration, posted 21. April 2018

 

Trump – a symptom of a greater illness

  • Each time a major issue arises, a troubling subplot repeatedly takes attention away from the main issues. The inner conflicts of Donald Trump, his family and administration keep taking center stage and adding uncertainty and instability, not just to the country, but to the world as well. If we view the current president, not simply as the problem, but more as a symptom of a greater illness, then the troubling subplot might serve a purpose in dealing with the great crises facing all of us in the main plot. The question becomes which character are we focusing upon, the personality of the president or the psychology of the country? Essay by Michael Meade Mosaicvoices.org, US American storyteller, scholar of mythology, psychology, anthropology, ritualist, spokesman in the men's movement, author, A Pathological Presidency, July 2017

 

Trump – an accidental president disrupting the Deep State

  • I believe that Donald Trump was an accidentally elected president. He was elected because the crimes of Hillary Clinton5 became too obvious to the American public. And he wasn’t ready to be president. It’s taken him a year now. He's done some great things, but he's also been severely compromised by his generals, by his bankers. He has nine Goldman
    Sachs bankers in the White House. This is insane.
    Donald Trump is a disruptor. And everybody needs to understand that Donald Trump is much smarter and much more clever than people realize. […] It is absolutely not true that Trump is mentally instable. […] He is attentive to detail, he is very disciplined, he is very personable. He knows what he is doing, but he is surrounded by the Deep State in the White House and everywhere he goes. […] Donald Trump is not actually captured by the Zionists, he is playing chess with the Zionists. [Example: Jerusalem embassy trick; Jerusalem is not part of Israel.]6 Video interview with Robert David Steele (1952-2021) US American activist, former Central Intelligence Agency clandestine services case officer, 20-year Marine Corps infantrist, promoter of open source intelligence (OSINT), author, Robert David Steele on Zionism, the Middle East and Central Banks, presented
    by PanOrient News TV, host YouTube film, minutes 27:17 and 5:12, 28:47 minutes duration, posted 7. April 2018

 

Systemic demonizing of the disruptor Donald Trump

  • For sure, the power elite closed ranks and did everything possible to ensure a victory for [Hillary] Clinton. This included not only the Democratic party (which previously played dirty pool against Bernie Sanders), but the entire mainstream media machine, the financial community, the EU, and even the Republican party itself. If nothing else, I had concluded that the media alone had done a sufficient job of demonizing Trump – multiple negative headlines daily for more than a year – to make him unelectable to the American people.
    For more than a year, we have been told that Trump is a racist, sexist, xenophobe, liar, cheat, and narcissist. The attack bears all the marks of a coordinated effort among the major news outlets: CNN, NYT, WaPo, HuffPo, USA Today, and the rest. It reminded me very much of the concerted media attack against Brazil’s Dilma Rousseff which culminated earlier in 2016 in her impeachment and removal from power. In the case of Rousseff, we see what has been alternately described as a soft coup or a Wall Street coup, rather along the lines of the"color revolutions" of a few years earlier (which are now largely understood as |CIA-NGO orchestrated)7. In both cases, pretexts were created and hammered home by an insistent media that whipped up public opinion. In Brazil, it worked. It seemed like it would work in the U.S.
    It is important to understand why Trump was demonized. To be sure, his character makes it easy. There is no shortage of narcissistic, sexist, or otherwise offensive statements in his repertoire from which to draw. But I have never and will never believe this is why he was demonized. Ultimately, Trump is a disruptor, and his disruption falls squarely against the two key pillars of the American ruling elite's ideology: neoliberalism and neoconservatism. Removed blog article by Richard M. Dolan (*1962) US American historian, ufologist, television personality, The Disclosure Movement and Donald Trump, presented by Richard Dolan Press, 10. November 2016

 

Fascist Trump unleashed the dark side of America.

  • [Donald] Trump is a fascist and he is running for president of this nation. A genuine fascist whose political platform is nothing more than his own bigotry and fears exposed to the public. He has tapped into the darkest side of America, that underbelly of America from which has come white supremacy and the distorted creed that the American Dream is all about money and worse, that given the roots of its racist history, it is entitled to be a nation dominated by White people. He has managed to unleash that dark side of the polarity that stands in opposition to all that is truly good and positive about the founding vision of this nation – that there could be, with great effort and toil, a nation were the rights of the human spirit were protected first and foremost by the governing body of the nation. Caroline Myss Myss.com (*1952) US American spiritual teacher, mystic, medical intuitive, bestselling author, Facebook comment, 10. December 2015

 

Trump's childhood trauma in a traumatic society

  • There is a man (Donald Trump) who said, not verbatim, 'The world is a horrible place', and he is the president of the United States right now. And what created that world in his mind? The childhood trauma that he endured – in a family where the father was a rageoholic autocrat who demeaned his children, and a mother who couldn't protect him, and his brother who died of alcoholic disease. This man has to aggrandize himself and be very powerful and have a big penis – and everything to compensate for his actual smallness, which is what his core belief is and for which he is trying every moment of his desperate life to compensate. It's the nature of a traumatic society that such a man becomes our leader. Video presentation by Gabor Maté, M.D. drgabormate.com (*1944) Hungarian-Canadian physician, addiction expert, speaker, author, From Jungle To "Civilization" – How Plant Medicines Can Promote Health In a Toxic Culture, sponsored by 2017 Psychedelic Science Conference, Oakland, California, 19.-24. April 2017, YouTube film, minute 36:18, 1:00:38 duration, posted 26. April 2017

 

Trump is Obama's legacy. Trump's dysfunction reveals the soulsick system – unforgivably so.

  • Any system is designed in such a way as to make change impossible but that's just the nature of any organization any system. Who forms the apex of the hierarchy in our society? It's largely traumatized people. If you believe you live in a "horrible world", how are you gonna be? You have to be aggressive, grandiose, paranoid, selfish. In other words you be the president of the United States. […] A traumatized society rewards traumatized people with power.
    People talk about Trump is destroying Obama's legacy. Not so. Trump is Obama's legacy. Obama's biggest sin was to have enrolled a lot of people on the possibility of transformation and change without delivering any of it. He was responsible for one of the greatest transfers of wealth upwards in history. […]
    When you look at American politics or economics Obama was as ready as anybody to kill people abroad. He was as ready as anybody to send troops overseas. It's no different than American history has always been. He was smoother about it, he was more urban about it, he was more articulate about it. He also knew how to speak to people's better sides. Along comes a Trump. He's egregious, he's a highly traumatized, utterly self-unrestrained troubled schoolyard bully. And so it's offensive to the sensitivity, the sensibilities of the liberal establishment that somebody like Trump represents them. When it comes to genuine policy there's no difference between these people. It's just that the system wants people who can make it more palatable, and Trump makes it very unpalatable. And so Trump has woken us up, but unfortunately a lot of the liberal outrage has been at Trump personally, rather than at the policies, and rather than at the system that he represents no worse and no better. In fact, he represents it more worse. Even a Bush or a Clinton or an Obama certainly can be much more effective in representing the system than Trump is. Trump's sin is not in what he does, Trump's sin is in his personal egregious in-your-face dysfunction. Trump reveals … and that's why they can't forgive him. Video interview with Gabor Maté, M.D. drgabormate.com (*1944) Hungarian-Canadian physician, addiction expert, speaker, author, Is Trump Acting Out His Childhood Trauma?, excerpted from episode #053, presented by the British podcast "Under The Skin", host Russell Brand (*1975) English comedian, actor, activist, radio host, author, YouTube film, minute 5:10, 00:50, 4:05, 4:33, 6:03, 6:52, 9:36 minutes duration, aired 10. October 2018, posted 13. November 2018

 

Trump mirrors a deeply dysfunctional society

  • I believe Trump is Obama's legacy. Barack Obama raised a lot of optimistic and idealistic hopes in a lot of Americans. For either systemic or personal reasons or a combination of both, he was not able to deliver on them or admit that he was unable to deliver on them. The resulting disillusionment caused by such a profound letdown had a whole lot to do with Trump's election. What we are looking at is a systemic reaction and not just the individual quirks of a somewhat bizarre personality.
    What's not talked about is what is behind Trump's obvious pathology. This pathology includes grandiosity, which he's clearly got; ADHD, which he's clearly got; and narcissistic personality disorder, which cannot be diagnosed without a first-hand evaluation, but he does seem to have as well. However, what I have not seen discussed publicly is that underlying these categories of psychiatric diagnosis is actually trauma. Trump is an example of a traumatized child who refuses help. [...] Trump very famously once said that the world is a horrible place; that's the perspective of a child that experienced horror and trauma while growing up.
    I do believe it's a danger to focus too much attention on the personality of Trump. He is an egregiously troubled and troubling individual. He is addicted to tweeting, power, grandiosity, the demeaning of women, and many other negative characteristics that seem to appeal directly to the worst instincts of other people. In terms of the system, he's nobody by himself. He was elected. He was a successful person according to the definition of success by our society. He represents that society. He's not just an individual that is particularly dysfunctional who accidentally became the president of the United States. Rather, he represents deep dysfunctions that reflect the society as a whole. If you remove the personality from the picture, his policies are not that surprising or beyond the norm.
    In regards to the defining wealth and power as the ultimate markers of success that deserve favor and recognition as opposed to compassion, humanity, and connection with other people, Trump didn't invent any of that. He's a product of that belief system. As a result, Trump's election is the manifestation of something that's been happening for quite a long time. Interview with Gabor Maté, M.D. drgabormate.com (*1944) Hungarian-Canadian physician, addiction expert, speaker, author, Dr. Gabor Maté on the Trauma Underlying the Stigma of Addiction: An Interview, presented by the publication The Fix, John Lavitt, 12. December 2017

 

Trump is right to get along with Russia.

 

Trickster set-up: Kissing the frog to have it turn into a prince

  • I was just distraught when Trump was elected. […] Watching his first year of presidency unfold, what we had going was a trickster set-up. You have to kiss the frog, you have to. It turns into a prince, but you don't know that before you kiss it. […] We had to elect him because he is the trigger for the change in consciousness that had to happen in order to bring about the acceptance of personal responsibility and the maturing spiritually beyond the idea of nations. […] We have gotten to this place where we have to honor one another's convictions and beliefs without going to war. That just doesn't work. That move toward personal responsibility is a step beyond democracy. We have to keep all the principles of democracy and move to personal respoonsibility. Audio interview with Penny Kelly, US American engineer, kundalini awakened psychic, science translator, teacher, lecturer, spiritual consultant, naturopathic physician, author, World Update from Penny Kelly, part 1, presented by the podcast World of Empowerment, Honest-to-God series, hosts Aingeal and Ahonu Rose, San Diego, YouTube film, minute 10:10, 35:30 minutes duration, posted 15. December 2018

 

Trump's trickster archetype and his stars grant him to withstand constant vilifying.

  • Donald Trump […] embodies the Trickster archetype. He has Sun conjunct Uranus conjunct North Node in Gemini in the 10th house (the public house) in his natal chart. It doesn't get any more TRICKSTER than that. He's trolling you all and especially the left – ON PURPOSE – and there is a STRATEGY behind that purpose. He also has Pluto and Mars in the 12th house in Leo, giving him the necessary power/strength to withstand all these massive shadow projections he receives from millions of people. A "regular" person would literally just disintegrate and die under that amount of psychic pressure and psychic attacks by his enemies. There is power on a metaphysical occult level, even psychic abilities, unconscious on his part for the most part (occult simply means hidden in this context, nothing "evil".)
    [Trump] has his own personality defects, like his silly/amusing self-referencing narcissism; but certainly, it is not a full-blown disorder, let alone is he a sociopath/psychopath like slick "eloquent" and "nice" Obama was with his "mask of sanity" – a real wolf in sheep clothing. Trump does know what he's doing behind closed doors – yet he plays this Gemini trickster role out in the public intentionally so that people "underestimate" him. He has to play "the game" like this because he is surrounded by sharks, like Pharma whore Fauci. The fact that Trump defunded the WHO is a huge step forward. That's why he has to apply The Art of War in ways the vast majority have no clue about. Bernhard Guenther, German
    US American video maker, blogger, essayist, Facebook comment, 25. April 2020

Trump's mission statement

 

Trump ⇔ establishment

  • The establishment and their media neighbors wield control over this nation through means that are very well known. Anyone who challenges their control is deemed a sexist, a racist, a xenophobe and morally deformed. They will attack you. They will slander you. They will seek to destroy your career and your family. They will seek to destroy everything about you including your reputation. They will lie, lie, lie, and then again, they will do worse than that. They will do whatever's necessary. Donald Trump, 45. US president, cited in article Partisan Crowds at Trump Rallies Menace and Frighten News Media, presented by the US American daily newspaper The New York Times, Nick Corasantiocti, 15. October 2016

 

Trump quotes – demonstrating his enneagram type 8 (Aggressive power-seeker)

  • "As long as you're going to be thinking anyway, think big." D.T.
  • "The best executive is one who has sense enough to pick good people to do what he wants done." D.T.
  • "Sometimes by losing a battle you find a new way to win the war." D.T.
  • "A little more moderation would be good. Of course, my life hasn't exactly been one of moderation." D.T.
  • "Experience taught me a few things. One is to listen to your gut, no matter how good something sounds on paper." D.T.
  • "When somebody challenges you, fight back. Be brutal, be tough." D.T.

 

Reference: en.Wikiquote entry Donald Trump
Media references featuring Nathan Schwartz-Salant, Ph.D. (1940-2020) Swiss-American Jungian psychologist, author
► Video assessment The Psyche of Donald Trump – Nathan Schwartz Salant, presented by the Asheville Jung Center, YouTube film,
     3:55 minutes duration, posted 18. October 2016
► Audio interview about The Trump phenomenon Speaking of Jung – Episode #26: Nathan Schwartz-Salant, podcast episode #26,
     presented by the podcast platform Speaking of Jung, host Laura London, minutes 24:51, 27:17, 33:40, 36:44, 52:02, 54:35 minutes
      duration, aired 30. June 2017
► Removed audio interview The Order Disorder Paradox, presented by The Shift Network, host Andrew Harvey (*1952) Indian-British
     religious scholar, Rumi translator and explicator, teacher of mystic traditions, architect of Sacred Activism, poet, novelist, author,
     "The phenomenon of Trump, the uninvited guest of the fairy tale" starting minute 24:00, 54:51 minutes duration, aired 12. July 2017
Written references:
► Article Donald Trump: World-renowned primatologist Jane Goodall likens US President to a chimpanzee, presented by the centre-left
     British online newspaper The Independent, 21. September 2017
► Article Donald Trump's suffocating presence and unhinged executive power is the product of history, presented by the US American
     daily middle-market newspaper USA Today, Rob Montz, opinion contributor, 13. December 2018
See also:
Innate horse wisdom – Four stages of effective usage of emotions
United States politics – Simon Parkes
Nine types of the enneagram – exemplified
Power and ► Force and ► Trust andMaturity

Quotes by Lance Secretan

  • Leadership is not so much about technique and methods as it is about opening the heart. Leadership is about inspiration – of oneself and of others. Great leadership is about human experiences, not processes. Leadership is not a formula or a program, it is a human activity that comes from the heart and considers the hearts of others. It is an attitude, not a routine. Article on Lance Secretan (*1939) British economic visionary, expert on leadership, business consultant, theorist on inspiring teams, speaker, author, presented by the US American monthly trade publication IndustryWeek, 12. October 1998

 

  • More than anything else today, followers believe they are part of a system, a process that lacks heart. If there is one thing a leader can do to connect with followers at a human, or better still a spiritual level, it is to become engaged with them fully, to share experiences and emotions, and to set aside the processes of leadership we have learned by rote. Article on Lance Secretan (*1939) British economic visionary, expert on leadership, business consultant, theorist on inspiring teams, speaker, author, presented by the US American monthly trade publication IndustryWeek, 12. October 1998

 

  • If there is any point at all to life, surely it is to live out our dreams, to serve, to follow our bliss, to release the music within us, play it with joy and to share it with others? Surely we have a responsibility to finally listen to – and honor –
    the siren calls of our souls, which have been silenced by our egos throughout our lives? How else can we connect with our essence, the source of our calling? Lance Secretan (*1939) British economic visionary, expert on leadership, business consultant, theorist on inspiring teams, speaker, author, cited in: Inspiration Incantations, 12. October 2010

 

  • Inspiration, not motivation, is the key to transforming people and organizations. Great leaders identify fears, erase them with love, and therefore inspire. Lance Secretan (*1939) British economic visionary, expert on leadership, busi-
    ness consultant, theorist on inspiring teams, speaker, author, Tweet, presented via Twitter, 18. April 2012

 

  • In the modern workplace, there is a growing sense of anxious anticipation, of impending change: The Shadow of apprehension, disenchantment and betrayal and the light of hope, opportunity and new beginnings.
    These are confusing times.
    These are exciting times.
    It’s time for executives to recognize that employees have souls. And even better, to start to create organizations with soul. Lance Secretan (*1939) British economic visionary, expert on leadership, business consultant, theorist on inspiring teams, speaker, author, source unknown

Quotes by women – Good leaders

Personal avowals

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Huge approval:

Halfway through her term as the first female president of Ireland Mary Robinson had an unprecedented approval rating of 93%.

  • When I was elected President of Ireland, I was determined to show that I brought to it the fact that I was a woman and was going to do it with various skills and I felt that they were enabling, problem solving, being more inclined not so much to want to lead in a kind of a natural way, but rather to lead by discussion and empowerment of others – to lead by example, lead by nurturing.
    Video interview with Mary Robinson (*1944) Irish elder, first female president of Ireland (1990-1997), United Nations High Commissioner for Human Rights (1997-2002), Global Elder, founder and chair of Realizing Rights, Why Women Make Better Politicians, presented by the US American web portal Big Think, John Cookson, 19. October 2010

 

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Lessons learned

  • In my early years, I think, as one of the first female, woman prime ministers in a Muslim world and one of the first group of women leaders on the world stage, I was so concerned with trying to appear as tough as a man and as strong as a man, and to judge myself to be a good leader by such decisions. I don't think I would have been as – I think I should have been true to what I was. The people wanted me to be there as a woman leader, somebody who was more nurturing, who could take care of our people, our women, our children, redress their needs, build them hostels and schools and provide them with basic nutrition. I wish I had focused more on that than on the more militaristic notions. All that militarization did not in the end save us at Kargil. It took President Clinton to bring an end to that particular phase. Video conversation with Benazir Bhutto, former Prime Minister of the Islamic Republic of Pakistan, A Conversation with Benazir Bhutto, transcript included, presented
    by the Council on Foreign Relations, presider Richard N. Haass, CFR president, New York, New York, United States, minute 56:39,
    58:30 minutes duration, aired 15. August 2007

 

Concientious appeal

(↓)

Male leaders committing sexual abuse to minors or women of lower ranks

  • It is very important to recognize that men in leadership positions can sexually prey on vulnerable girls and women because the people who honor their leadership, also create the space and give them the power to do so! […]
    We are each responsible for the injustices of the men we place on pedestals! And we are each accountable. Blog article Gandhi to Asaram: Who Empowers the Sex Crimes of 'Gurus?'', presented by Genderbytes, Rita Banerji, Indian philosopher, photographer, gender activist, feminist author, 4. September 2013

 

  • Leadership should be born out of the understanding of the needs of those who would be affected by it.
    Marian Anderson (1897-1993) US African-American contralto, celebrated singer of the twentieth century, first black person to perform at the Metropolitan Opera, New York City, 7. January 1955

 

  • Leaders of the future will have to be visionary and be able to bring people in – real communicators. These are things that women bring to leadership and executive positions, and it's going to be incredibly valuable and incredibly in de-
    mand. Anita Borg (1949-2003) US American computer scientist, founder of the Institute for Women and Technology (IWT), 1997

 

  • That is what leadership is all about: staking your ground ahead of where opinion is and convincing people, not simply following the popular opinion of the moment. Doris Kearns Goodwin (*1943) US American historian, political commentator, biographer, Pulitzer Prize laureate, 1995, cited in: brainyquote.com

 

 

(↓)

White House Project for women:

Marie C. Wilson, US American advocate of women's issues, founder and president emeritus of the White House Project, points out: Women have been effective negotiators and peacemakers across the globe.

  • Three decades of research in state legislatures, universities, and international public policy centers have proven beyond doubt that women, children, and men all benefit when women are in leadership. Broader social legislation, benefiting everyone, is more likely to pass if women are in office. Article Where are the Women?, part 3, presented by the dissolved US American magazine "What is Enlighten-
    ment?", Elizabeth Debold, Ed.D., US American gender researcher, senior teacher of evolutionary enlightenment, cultural commentator, former senior editor of the dissolved magazine WIE / EnlightenNext (2002-2011), author, S. 2, issue 32, March/May 2006

 

(↓)

Women are wired for leadership.

 

(↓)

'''Conscious leadership is taking a stand

  • To lead inevitably involves taking a stand – sometimes an unpopular one; it asks us at times to say "yes" to ideas and plans we may feel barely ready to advance, and sometimes to say "no" to people with different ideas and plans. In other words, leadership – while exciting and fulfilling – can also make us feel uncomfortable, un-liked, exposed, even endangered. Video key note speech by Elizabeth Lesser, US American cofounder and senior advisor of the Omega Institute for Holistic Studies and Omega Women's Leadership Center, author, Women & Power. Our Time to Lead Conference, transcript The New Leadership Story, sponsored by the US American non-profit educational retreat center Omega Institute for Holistic Studies, 24-26 September 2010, Vimeo video, minute 12:44, 41:08 minutes duration, posted July 2011

 

(↓)

Strength differentiated from force – conscious leadership

  • A new consciousness leader knows the difference between strength and force.
    • Strength comes from a deep inner confidence; from loving and respecting and expressing one's own authentic self. That kind of strength opens the gate to real love of others and life itself.
    • Force comes from a deep inner wound that spawns the urge to dominate and to even the score.
      A new consciousness leader uses her strength – she is bold, direct, and decisive, but views terror and violence as the tactics of cowards and fools.
Video key note speech by Elizabeth Lesser, US American cofounder and senior advisor of the Omega Institute for Holistic Studies and Omega Women’s Leadership Center, author, Women & Power. Our Time to Lead Conference, transcript The New Leadership Story, sponsored by the US American non-profit educational retreat center Omega Institute for Holistic Studies, 24-26 September 2010, Vimeo video, minute 29:47, 41:08 minutes duration, posted July 2011

 

(↓)

Outrage differentiated from rage – conscious leadership

  • A new consciousness leader also knows the difference between outrage and rage.
    • I think of outrage as holy anger – strong emotional responsiveness to the pain of others, to injustice, to ignorance.
      Outrage is fierce but it never dehumanizes. It fills a leader's sails with the winds of action but it also fills her heart with compassion and discernment.
    • Rage on the other hand is like a forest fire. It burns everything in its path. It is impatient and vindictive and shortsighted. A new consciousness leader uses the energy of outrage to persuade and guide and include and create.
Video key note speech by Elizabeth Lesser, US American cofounder and senior advisor of the Omega Institute for Holistic Studies and Omega Women's Leadership Center, author, Women & Power. Our Time to Lead Conference, transcript The New Leadership Story, sponsored by the US American non-profit educational retreat center Omega Institute for Holistic Studies, 24-26 September 2010, Vimeo video, minute 30:33, 41:08 minutes duration, posted July 2011

 

  • The majority of girls feel that in order to be a leader in today's society, they have to become liars and they do not want to compromise the values [ honor, integrity, loyalty, courage, and patriotism] they are learning as Girl Scouts in order to become leaders. Tamara Woodbury, US American executive director, Girl Scouts of the USA, Arizona Cactus-Pine Council, in a conversation with Caroline Myss Myss.com (*1952) US American spiritual teacher, mystic, medi-
    cal intuitive, bestselling author, Newsletter, 5. November 2010

 

  • When the Grandmothers speak the Earth will be healed. Prophecy by the Hopi, Native American peace tribe

Quotes by men – Good leaders

But a good leader plans to do good,and those good things make him a good leader. Isaiah 32, 8 (NT)

 

And He also spoke a parable to them:
A blind man cannot guide a blind man, can he? Will they not both fall into a pit?
Jesus Christ, Luke 6, 39 New American Standard Bible, 1995 (NT)

 

Talmidei hukhamim marbin shalom baolam. It is the wise men who will bring about peace. Talmud

 

Recommendations

  • Never tell people how to do things. Tell them what to do, and they will surprise you with their ingenuity. George S. Patton (1885-1945) US American Army officer, general during World War II, War As I Knew It, "Reflections and Suggestions", 1947

 

  • If you want to accomplish the goals of your life, you have to begin with the spirit.
    Oprah Winfrey (*1954) US American talk show host, actress, visionary, billionaire, philanthropist, cited in: Quotes.net

 

 

Appeal

 

Conclusion

  • Leadership is not about being in charge. Leadership is about taking care of those in your charge.
    Simon Sinek, US American marketing consultant, Twitter comment, 27. March 2015
(↓)

Leadership: setting a good example

  • My co-workers and I never hesitated to do sweeping, scavenging, and similar work, with the result that others also took it up enthusiastically. In the absence of such sensible procedure, it is no good issuing orders to others. All would assume leadership and dictate to others, and there would be nothing done in the end. But where the leader himself becomes servant, there are no rival claimants for leadership. Mohandas Karamchand Mahatma Gandhi (1869-1948) Indian Hindu sage, spiritual activist leader, humanitarian, lawyer, nonviolent freedom fighter, cited in: Louis Fischer (1896-1970) Jewish-American journalist, author, The Essential Gandhi, S. 107, Vintage Books, edited edition (of 1962) 12. January 1983

 

  • To lead people, walk beside them [...] As for the best leaders, the people do not notice their existence. The next best, the people honor and praise. The next, the people fear; and the next, the people hate [...] When the best leader's work is done the people say, 'We did it ourselves!'
    Lao-Tzu (604-531 BC) Chinese sage, philosopher, founder of Daoism, cited in: Goodreads Quotable Quote

 

Mustang
Free-roaming mustangs, Utah, 2005
  • As I would not be a slave, so I would not be a master. This expresses my idea of democracy. Abraham Lincoln (1809-1865) assassinated 16th US President (1861-1865), abolisher of slavery, cited in: Goodreads Quotable Quote

 

  • True leadership, we find, depends upon able example and not upon vain display of power or glory. [...] Service, gladly rendered, obligations squarely met. [...] the know-
    ledge that at home or in the world outside we are partners in a common effort, the well-understood fact that in God’s sight all human beings are important, the proof that love freely given surely brings a full return – these are the per-
    manent and legitimate satisfactions of right living for which no amount of pomp and circumstance, no heap of material possessions, could possibly be substitutes.
    Bill Griffith Wilson [Bill W.] (1895-1971) US American co-founder of the international mutual aid fellowship Alcoholics Anonymous (AA), cited in: Alcoholics Anonymous, Twelve Steps and Twelve Traditions, S. 124-125, AA World Services, 1st edition 10. February 2002, 2004

 

  • It is better to lead from behind and to put others in front, especially when you celebrate victory when nice things occur. You take the front line when there is danger. Then people will appreciate your leadership.
    Nelson Mandela (1918-2013) leading South African anti-apartheid activist, prisoner for 27 years during apartheid, first black presi-
    dent of South Africa (1994-1999), cited in: Goodreads Quotable Quote

 

  • A good leader can't get too far ahead of his followers. Franklin D. Roosevelt (1882-1945) 32nd US president during
    World War II (1933-1945), 32nd degree Freemason, war criminal, adage, cited in: Quotenova.net

 

(↓)

Awakened leadership

  • Enlightened leadership [...] is not that they're at a higher stage, but is that so you can adjust the way you communicate with people at every stage. It's to be more effective with the entire spectrum of individuals at different levels of resonance, of unfolding, of development. […] It's going to be a decade or two while we have a series of enlightened [awakened] leaders discussing these topics. […] It's going to be a decade or two of leaders grappling with just this issue [of In-
    tegral Thought]. And I think this issue is beyond anyone person like Plato or Socrates or anybody. It's just an unbelievable complex issue. Ken Wilber (*1949) US American transpersonal philosopher, consciousness researcher,
    thought leader of the 3rd millennium, author, US American 3rd millennia philosopher, Integral "Third-Way" Politics, presented
    by holons-news, Corey W. deVos, YouTube film, minute 7:08, minute 8:06, 31:10 minutes duration, posted 26. May 2008

 

  • The heaviest penalty for declining to rule is to be ruled by someone inferior to yourself.

 

  • Good men are unwilling to rule, either for money's sake or for honour [...]. So they must be forced to consent under threat of penalty [...]. The heaviest penalty for declining to rule is to be ruled by someone inferior to yourself. That
    is the fear, I believe, that makes decent people accept power. Plato (427-347 BC) Ancient Greek pre-Christian philo-
    sopher, founder of the occidental philosophy, Socratic dialogue The Republic, book I, 347-C, ~380 BC

 

  • Great leaders are almost always great simplifiers, who can cut through argument, debate, and doubt to offer a solution everybody can understand. Colin Powell (1937-2021) US American statesman, retired US four-star general, 65th US Secretary
    of State (2001-2005), cited in: Goodreads Quotable Quote

 

 

  • It is because rankism encompasses the other -isms that I say that whoever identifies rankism and sets out to overcome it is going to lead the world in the next century. Interview with Robert W. Fuller, Ph.D. robertworksfuller.com (*1936) US American professor of physics, college president, dignity and rankism researcher, lecturer, author, Standing Up to RANKISM, presented by the publication "More Than Money", Dr. Pamela Gerloff (*1955) US American rankism and dignity researcher, "Project on Civic Reflection", writer, issue 35, March 2004

 

 

  • If men were angels, no government would be necessary. If angels were to govern men, neither external nor internal controls on government would be necessary. In framing a government which is to be administered by men over men, the great difficulty lies in this:
    1. you must first enable the government to control the governed;
    2. and in the next place oblige it to control itself.
James Madison [Father of the Constitution, US Founding Father] (1751-1836) US American chief architect and author of the United States Bill of Rights, 4th US president (1809-1817), The Federalist No. 51. The Structure of the Government Must Furnish the Proper Checks and Balances Between the Different Departments, presented by the semi-weekly New York City journal The Independent Journal, 6. February 1788

 

  • A good leader is not the person who does things right, but the person who finds the right things to do. Article featuring Anthony T. Padovano (*1934) US American professor of theology and literature, speaker, author, A Godly Leader, New Life Daily Devotion, presented by the publication Crosswalk, 8. October 2011

 

  • Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.
    Peter Ferdinand Drucker (1909-2005) US American management consultant, self-described "social ecologist", educator, writer,
    cited in: Goodreads Quotable Quote

 

  • Extraordinary leaders learn from negative events. They emerge from adversity stronger than ever, more confident in themselves and more committed to their work.
    One crucial skill for learning from adversity is the ability to weigh many factors, such as how different people will interpret a decision you make. This skill enables you to connect with various stakeholders while making judgment calls. Pair this skill with hardiness – the ability to remain hopeful despite disaster – and you'll become an even stronger leader. Article by Warren Bennis (1925-2014) US American scholar, professor of business administration, organizational consultant, pioneer of contemporary leadership studies, author, Robert J. Thomas, Crucibles of Leadership, presented by the bimonthly management magazine Harvard Business Review (HBR), published by Harvard Business Publishing, September 2002

 

 

  • Good leaders make people feel that they're at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organization. When that happens people feel centered and that gives their work meaning. Warren Bennis (1925-2014) US American scholar, professor of business administration, organiza-
    tional consultant, pioneer of contemporary leadership studies, author, cited in: Quotes.net

 

  • Perhaps our study of leadership has caused us to focus too much energy on the less relevant aspects of leadership – the mechanism instead of the essence – the sunset data rather than the joy, beauty, and experience of the sunset.
    After all, leadership is something we live ourselves, rather than do to others.
    Lance Secretan (*1939) British economic visionary, expert on leadership, business consultant, theorist on inspiring teams, speaker, author, Inspire! What Great Leaders Do, S. 26, Wiley, 23. April 2004

 

  • Leadership is not primarily based in positions of authority, but somehow on this channelling of deep desire to do the right thing for the whole. Peter Senge (*1947) US American scientist, director of the Center for Organizational Learning, MIT Sloan School of Management, author, cited in: Powerpoint presentation by Dieter Langenecker, Inspirational Leadership, 2007/2008

 

(↓)

Five kinds of organically emerging human tribes – in schools, workplaces and society

  • Leaders need to be able to talk all the levels so that you can touch every person in society. But you don't leave them where you found them. Tribes can only hear one level above and below where they are. [...] Leaders nudge people within their tribes to the next level.
    1. Stage: 2% – Criminality, Despairing hostility, survival mode – Life sucks!
    2. Stage: 25% – Low attitude flocking crowds – My life sucks!
    3. Stage: 49%Pride culture I'm great (and you're not)!
    4. Stage: 22% – Value oriented creative teams – We're great (and they're not)!
    5. Stage: 2% – Service oriented (based on inalienable principles) groups – Life is great! (World changers)
Video presentation by David Logan, Ph.D. (*1968) TribalLeadership.net US American professor of management, USC faculty member, consultant, author, Tribal leadership, presented by TEDx USC Talks, 16:39 minutes duration, filmed March 2009, posted October 2009

 

 

 

 

  • Perhaps your quest to be part of building something great will not fall in your business life. But find it somewhere. If not in corporate life, then perhaps in making your church great. If not there, then perhaps a nonprofit, or a community organization, or a class you teach. Get involved in something that you care so much about that you want to make it the greatest it can possibly be, not because of what you will get, but just because it can be done. James C. Collins (*1958) US American business consultant, lecturer on company sustainability and growth, author, Good to Great. Why Some Companies Make the Leap... and Others Don't, William Collins, 16. October 2001

 

  • A good leader is a person who takes a little more than his share of the blame and a little less than his share of the credit. James Clerk Maxwell (*1947) US American evangelical Christian pastor, speaker, author primarily focusing on leadership issues, cited in: Quotes.net

 

Adler
Eagle with stretched out wings
  • The world is in such a mess now. There will never be leadership from men, because there are too few men who think like David Suzuki. So we're fucked. The only hope is women; I really believe it. By using technology to communicate with one another, women can start to change the world. They should make use of everything that connects people – the internet, telephones, television, writing, singing. Women have to somehow unite and take control of the world. And the only way they can do it is by withholding sex from men.
    That's the only way you can control men, to not allow them access to you unless they behave right.
    These are not original thoughts. If women were to band together and control men in this way, it would be at the risk of their own well-being, because the men would go around raping everybody. So women not only have to becomes strong, they have to be protective of each other and they have to be aggressive. Well, that's an awful lot to ask overnight. But it's gotta happen soon.
    Mothers are less likely to build bombs and drop them. Women are less liable to want their children to go to war. Women are less likely to knowingly pollute where they know their children are going to have to live. Mendelson Joe (*1944) Canadian mixed-media artist, singer-songwriter, guitarist, painter, outspoken political activist, railer, raconteur, Alien. The Strange Life and Times of Mendelson Joe, ECW Press pocket book 1. November 2000

 

 

 

 

Habicht
*-Hawk flying in the air-'

 

  • The task of leadership is not to put greatness into people, but to elicit it, for the greatness is there already. John Buchan (1875-1940) Scottish historian, Unionist politician, 15th Governor General of Canada, novelist, published lecture titled Montrose and Leadership, held at St Andrews, S. 24, 1930; republished in: Men and Deeds, 1977

 

  • The main characteristics of effective leadership are intelligence, integrity or loyalty, mystique, humor, discipline, courage, self sufficieny and confidence. James L. Fisher, US American writer on leadership and organization in higher education, cited in: Leadership Quotes, presented by Better World Quotes

 

 

  • All of the great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time. This, and not much else, is the essence of leadership. John Kenneth Galbraith, OC (1908-2006) Canadian-American economist, Keynesian, institutionalist, leading proponent of 20th-century American liberalism, The Age of Uncertainty (also BBC television series), chapter 12, S. 330, 1977

 

  • A true leader is someone who rises to leadership by example and actually possessing true virtues and feats of genuine and righteous character and integrity, meaningful qualities, which is why so many celebrities who are not people anyone should look to as role models or leaders, are people who are thrust into the spotlight and granted positions of social influence when they actually possess no true spiritual or moral integrity or character, dignity or integrity in the path to authentic selfhood over the herd mentality, and thus, they end up unraveling, and imploding, mentally and emotionally cracking, breaking, and ground up in the mill of media gossip culture and drama, while the true people who deserve influence will speak out and usually end up fading to the background or "exiting stage left." Article by Cullen Smith, US American symbologist, narrator, blogger, Lady Gaga. The Fame Monster: Occult Mythology and Symbolism, presented on Patreon, Lifting The Veil, 15. July 2015

 

  • The real leader has no need to lead he is content to point the way. Henry Miller (1891-1980) US American painter, writer, Arnold S. Miller, Wisdom of the Heart, New Directions Publishing, 1st edition 17. January 1960

 

  • Being the boss anywhere is lonely. Being a female boss in a world of mostly men is especially so. Robert Frost (1874-1963) US American poet, four-fold Pulitzer Prize laureate, cited in: Goodreads Quotable Quote

 

  • A good leader inspires others with confidence in him; a great leader inspires them with confidence in themselves. Anomynous

 


 

(↓)

Endorsement on B. Obama

  • Barack Obama is a gloabal leader because he transcends limited tribal identity. Deepak Chopra, M.D. (*1946) Indian physician, endocrinologist, public speaker, Harvard lecturer, self-help writer on mind-body medicine, Deepak Chopra on Barack Obama, YouTube clip, 1:36 minutes duration, posted 12. November 2008

 

Strategies of pressuring people into war

  • Why of course the people don't want war. Why should some poor slob on a farm want to risk his life in a war when the best he can get out of it is to come back to his farm in one piece? Naturally the common people don't want war neither in Russia, nor in England, nor for that matter in Germany. That is understood. But, after all, it is the leaders of the coun-
    try who determine the policy and it is always a simple matter to drag the people along, whether it is a democracy, or a fascist dictatorship, or a parliament, or a communist dictatorship.
    Voice or no voice, the people can always be brought to the bidding of the leaders. That is easy. All you have to do is
    tell them they are being attacked, and denounce the peacemakers for lack of patriotism and exposing the country to danger. It works the same in any country.
    Hermann Göring (1893-1946) German military leader (Reichsmarschall), leading member of the Nazi Party, Adolf Hitler's vice chancellor, Germany Reborn, E. Mathews & Marrot, 1934; cited in: Goodreads Quotable Quote

Notes on transparent leadership

Excerpts from article:
Warren Bennis (1925-2014) US American scholar, professor of business administration, organizational consultant, pioneer of contemporary leadership studies, author, Daniel Goleman (*1946) US American psychologist, science journalist, author, James O'Toole, US American journalist, Patricia Ward Biederman, US American writer, Creating a Transparent Culture, presented by the publication Leader To Leader,
No. 50, 4. September 2008

 

 

  • In a rational universe, organizations and individuals would embrace transparency on both ethical and practical grounds, as the state in which it is easiest to accomplish one's goals. But that is rarely the case. Even as global
    forces tug us toward greater openness, powerful countervailing forces tend to stymie candor and transparency.

 

  • In most organizations, hidden ground rules govern what can be said and what cannot. Such cultural rules
    run deep, and they typically resist change.
    At NASA, for example, the cultural ground rules that contributed to
    the Challenger explosion sixteen years before were still operating in 2003, leading to the Columbia shuttle disaster. The panel that investigated the Columbia tragedy went beyond the technical cause – a chunk of flyaway foam that damaged a wing – to blame an organizational culture where engineers were afraid to raise safety concerns with managers more worried about meeting flight schedules than about averting risks. Head of NASA Sean O'Keefe said
    in the aftermath of the Columbia tragedy that no employee who speaks up about safety concerns, even to outsiders, would be reprimanded in any way. But since 2003, NASA has become even less transparent as a result of pressure put on political appointees to the agency to keep employees, including a NASA scientist concerned about global warming, from publicly expressing views not in keeping with current administration policies.

 

  • One key question that every leader should ask to encourage candor: Is it safe to bring bad news to those at the
    top? The first time a top executive blows up or punishes someone delivering bad news, a norm is established.

 

  • For any institution, the flow of information is akin to the activity of a central nervous system: the organization's ef-
    fectiveness depends on it. An organization's capacity to compete, solve problems, innovate, meet challenges, and
    achieve goals – its intelligence, if you will – varies to the degree that the flow of information remains healthy. That
    is particularly true when the information in question consists of crucial but hard-to-take facts, the information
    that leaders may bristle at hearing
    – and that subordinates too often, and understandably, play down, disguise,
    or ignore. For information to flow freely within an institution, followers must feel free to speak openly, and lea-
    ders must welcome such openness.

 

  • One obvious value of transparency is that it helps keep organizations honest by making more members aware of organizational activities. That is no small virtue. But an equally compelling reason for organizational candor is that it maximizes the probability of success. We are not even talking here about the reality, still not fully absorbed by many leaders, that any organizational failing is more likely to be exposed these days by digital technology. Rather
    we are talking about the enormous value of internal transparency. There may have been a time when an impe-
    rial leader could know everything an organization needed to know to be successful. But if such a time ever existed,
    it is long gone. Today, the information an organization needs may be located anywhere, including outside.

 

  • No matter the official line, true transparency is rare. Many organizations pay lip service to values of openness and candor, even writing their commitment into mission statements. Too often these are hollow, if not Orwellian, docu-
    ments that fail to describe the organization's real mission and inspire frustration, even cynicism, in followers all
    too aware of a very different organizational reality.

 

  • While we believe leaders must set the example for their organizations by demanding candor and transparency, cur-
    rent leaders have less and less choice in the matter. In today's world, where information travels globally with the
    click of a mouse, transparency is no longer simply desirable, it is becoming unavoidable.

 

  • Many leaders continue to act as if they can hold awkward or damaging truths so close that the outside world will not
    learn of them. Those days are over. The rise of the blog has transformed the very idea of transparency.

 

  • Leaders who will thrive and whose organizations will flourish in this era of ubiquitous electronic tattletales are the
    ones who strive to make their organizations as transparent as possible. Despite legitimate moral and legal limits on
    disclosure, leaders should at least aspire to a policy of "no secrets." The first beneficiaries of such a policy are the
    members of the organization itself, who are in a position to act on maximum rather than restricted information.

 

  • Transparency is one measure of an organization's moral health. We have come to think that governments, or-
    ganizations, and other institutions have a kind of DNA. Healthy institutions, including democracy, are more open
    than unhealthy ones, such as slavery, which fight to keep their ugly secrets. For businesses, openness is not just
    a virtuous policy that makes the organization feel good about itself, like generous parental leave.
    Openness (and what it says about the nature of the organization) becomes a competitive advantage – in creating
    consumer loyalty as well as in recruiting and keeping the best people.

 

Literature:
Warren Bennis (1925-2014) US American scholar, professor of business administration, organizational consultant, pioneer of
   contemporary leadership studies, author, Daniel Goleman (*1946) US American psychologist, science journalist, author, James
   O'Toole
, US American journalist, contributor Patricia Ward Biederman, US American journalist, Transparency, Jossey-Bass,
   J-B Warren Bennis Series, 1st paperback edition 9. June 2008
See also: ► Transparency

Englische Texte – English speaking section on Leadership

The Beingness Strategy – Essence

Shortly before he was assassinated the Indian sage and reformer Mahatma Gandhi gave his last interview in 1948.
A young reporter sent by the Times of India asked him but one question:

"How did you force the British to leave India?
The British have been in India for more than 350 years.
You had no army, you had no money, you had no official position, you had no government sanction.
How did you force the British to leave India?"

 

Gandhi's response was,

"Well, I will tell you what I told the National Congress Party. They didn't understand it, but maybe you will.
It was not what we said that mattered, although that was important.
It was not what we did that mattered, although that too was important.
What mattered was the "nature of our beingness". The essence of who we were
',
that is what made the British choose to leave India."''

Motivation ⇔ inspiration

  • Motivation is an external, temporary high that pushes you forward.
    Inspiration is a internal, sustainable glow which pulls you forward.

    Thomas Leonard (1955-2003) US American founder of Coach University and International Coach Federation, 1994

 

  • When we attempt to motivate, we are not usually intending to serve others in their best interests. At its best, motivation is an attempt to serve others in our best interests. It is this transparently selfish intent that cau-
    ses cynicism instead of inspiration.
    Lance Secretan (*1939) British economic visionary, expert on leadership, business consultant, theorist on inspiring teams, speaker, author, cited in: Powerpoint presentation by Dieter Langenecker, Inspirational Leadership, 2007/2008

 

  • Motivation is something we "do" to someone.
    When we are motivated, our emotions and behaviour are determined by external powers.
    Inspiration is something that is the result of a soulful relationship.
    When we are inspired, our emotions and behaviours are determined by powers from within.

    Research article by Lance Secretan (*1939) British economic visionary, expert on leadership, business consultant, theorist on in-
    spiring teams, speaker, author, Inspiring people to their greatness, University of Pittsburgh, presented by the publication Leader to Leader, volume 2005, issue 36, 9. March 2005

 

  • Inspiration, not motivation, is the key to transforming people and organizations. Great leaders identify fears,
    erase them with love, and therefore inspire.
    Lance Secretan (*1939) British economic visionary, expert on leadership, busi-
    ness consultant, theorist on inspiring teams, speaker, author, Tweet, presented via Twitter, 18. April 2012

 

  • Inspiration is an inner knowing that transcends any external motivation. Knowing who we each are, and
    using the wisdom in these discoveries, is how we inspire others.
    Lance Secretan (*1939) British economic visionary, expert on leadership, business consultant, theorist on inspiring teams, speaker, author, cited in: Powerpoint presentation by Dieter Langenecker, Inspirational Leadership, 2007/2008

 

Inspiration ⇔ motivation
Levels of consciousness (LoC) according to the Map of Consciousness by
Dr. David Hawkins
Domain LoCExpressionEgo typeDrive  /  Attraction
LoC 155 Motivation Lower ego-mind Driven by emotions / desires
LoC 275 Inspiration, spiritual intention Higher ego-mind (self) Carried by reason / inspiration

 

  • This carrot and stick motivational system – that's kind of a [mechanical] technology – has outlived its usefulness. We need to update it. Video interview with Daniel Pink danpink.com (*1964) US American motivational speaker, chief speechwriter
    of US vice president Al Gore (1995-1997), visionary author, What Really Motivates Workers: Autonomy Mastery Purpose, pre-
    sented by the US American radio broadcasting company CBS Radio (2005-2017), moneywatch.com, YouTube film, minute 8:05,


8:27 minutes duration, posted 29. January 2010

 

(↓)

Hidden truths behind motivational drives

 

Sources featuring Daniel Pink danpink.com (*1964) US American motivational speaker, chief speechwriter of US vice president
Al Gore (1995-1997), visionary author
► Video interview What Really Motivates Workers: Autonomy Mastery Purpose, presented by the US American radio broadcasting
     company CBS Radio (2005-2017), moneywatch.com, YouTube film, 8:27 minutes duration, posted 29. January 2010
► Video presentation Drive: The surprising truth about what motivates us, YouTube film, 41:55 minutes duration, posted 10. March 2010
► Video narrated-illustrated presentation RSA Animate – Drive, presented by RSA Animate RSA Royal Society for the encouragement
     of Arts, Manufactures and Commerce
, YouTube film, 10:48 minutes duration, posted 1. April 2010
► Video keynote address Dan Pink on Motivation, Performance and Challenging Business Orthodoxies, presented at APA 2011
     Psychologically Healthy Workplace Awards, YouTube film, 38:36 minutes duration, posted 19. April 2011
Managers and employees must perform a "mind-shift" of management practices.
► Removed video interview Building Trust at Work, presented by "Human Business Works", host Chris Brogan, YouTube film, 6:51 minutes
     duration, posted 5. January 2012
See also: ► Gegenüberstellung von Motivation und Inspiration

Inspired charismatic leadership – Lance Secretan

Leadership coach and economic visionary Dr. Lance Secretan did a research on some of the greatest leaders in history: Thomas Jefferson, George Washington, Jesus Christ, Buddha, Mahatma Gandhi, Confucius,
Martin Luther King Jr., Mother Teresa and Nelson Mandela.
In his book Inspire! What Great Leaders Do (2004) Secretan presented what they have in common.

Lance Secretan recommends to executives not to struggle with strategic goals and annual and business plans, not to issue business directives (mission statements) which – when asked about them – they cannot even remember, but to glow from within and to bring some inspired people into the team of employees who do not primarily pursue an external profession (mission), but an inner calling. These co-workers follow a call of their soul with enthusiasm.

 

Influential charismatic leaders
   ✓ have a calling, a destiny, a dream, a cause.
   ✓ are authentic on all levels, walking their talk.
   ✓ have no mission or value statement.
   ✓ serve their coworkers and followers.
   ✓ are able to inspire their coworkers and followers to dedicate themselves passionately to the visions they share.
   ✓ awaken and inspire the potential greatness in people.
   ✓ do not motivate others for self-centered reasons.
   ✓ leadership style "magically" expresses love, which touches the souls of the people around them.
   ✓ Their leadership style is neither competitive, nor fear based, nor pressurizing.
   ✓ Faced with difficult initial conditions they convey hope, courage, and zest.

 

Martin Luther King Jr. became famous for his line "I have a dream!" which he repeated three times.
He did not say:
"I have a "strategic plan"!
Mother Teresa, though controversial, incorporated her kind of quality.
She didn't need a "quality program".

 

See also:
► Study by Jens Rowold, Ph.D. (*1972) German assistant professor of psychology, University of Muenster, Relationships among
     Transformational, Transactional, and Moral-Based Leadership. Results From Two Empirical Studies
, PDF, presented by the
     professional quarterly internet journal "Leadership Review", Claremont McKenna College, volume 8, winter 2008
► Study by Jens Rowold, Ph.D. (*1972) German professor of personnel development and change management, Technical University
     Dortmund, Linda Laukamp, Charismatic Leadership and Objective Performance Indicators, presented by the peer-reviewed acade-
     mic journal Applied Psychology, volume 58, issue 4, S. 602-621, October 2009
Reference: en.Wikipedia entry Leadership styles
1. Authoritarian or autocratic  ♦  2. Paternalistic  ♦  3. Democratic  ♦  4. Laissez-faire leader  ♦  5. Transactional  ♦  6. Inspired  ♦  7. Transformational / charismatic
See also: ► Charisma
Siehe auch: ► Inspiriert-charismatischer Führungsstil – Lance Secretan

Leadership ⇔ management – High ground ⇔ low ground

Dichotomy: The high groundlow ground
The narrow gate ⇔ the broad gate
Domain        Leadership                Management       
BasicsFundamental – High GroundSecondary – Low Ground
Basics Feminine Energy – right brained Masculine Energy – left brained
Focus onEthical longterm solutions
Integrity
Practical shortterm problem solving
Quick & dirty
Outlook onJoint venturesCompetition (based on enemy image)
Characteristics Fulfillment, team spirit, big picture,
creativity, connectivity, support
High achievements, discipline, performances,
order, competition, aggressiveness
BehaviorRaising essential questionsKnowing all the answers already
BehaviorUnderstanding change as
a constant emerging phenomenon
Trying to control and orchestrating changes
GuidanceVision: 'How can I support you?'Order: 'This is what we will do!'
StyleAcknowledging the efforts madeInsisting on company rules and regulations
LanguageGiraffe8 – HeartJackal – Head
CooperationBrainstorming within a team settingBlaming and/or punishing a scapegoat

 

༺ ·❁· ༻

 

Domain        A leader is a visionary.                A manager is a boss.       
AttitudeA leader does the things right.A manager does the right things.
BeingnessInspired, authentic, original, holisticDriven image oriented copy, interested in balance sheets,
the classical good soldier
ContextChallenging the status quo – LongtermAccepting the status quo – Shortterm
Questions "What?" and "Who?",
scrutinizing with "How come that?"
"How?" and "When?", possibly "Why?"
Focus onHuman beings – inspiring confidenceSystems and structures – relying on control
ActivityRenewal and developmentsAdministration and sustenance

 

Source: ► Partially inspired by Peter Drucker (1909-2005) US American management consultant, self-described "social ecologist",
educator, writer, Warren Bennis (1925-2014) US American scholar, professor of business administration,
organizational consultant, pioneer of contemporary leadership studies, author
See also: ► Evolution and ► Building conscience and ► Neuro science
Siehe auch: ► Führungskunst ⇔ Management – Ethische Ausrichtung ⇔ Praktisch-effektive Orientierung

Leadership ⇔ management – High ground ⇔ low ground – Ethics ⇔ practicality

Dignity ⇔ rankism
Innate essential power ⇔ domination power, force
Right brained – Fundamental approach Left brained – Secondary approach
Leadership qualitiesManager/boss qualities
Feminine Energy ⇔ High Ground Masculine Energy ⇔ Low Ground
Fulfillment, team spirit, big picture,
creativity, connectivity, support
High achievements, discipline, performances,
order, competition, aggressiveness
⚑ Says 'We.'⚑ Says 'I'.
⚑ Says 'Let's go.'⚑ Says, 'Go'.
⚑ Coaches employees.⚑ Drives employees.
⚑ Asks essential questions.⚑ Knows all the answers.
⚑ Shows how things are being done.⚑ States how things are to be done.
⚑ Understands that change is the only
constant phenomenon and goes along with it.
⚑ Tries to control and direct changes.
⚑ States the vision 'How can I support you?'⚑ Issues orders i.e. 'Here is what we are going to do!'
⚑ Brainstorms processes with the staff members in a team setting.⚑ Looks for someone to blame and/or to punish.
⚑ Acknowledges the efforts that were made.⚑ Demands according to company rules and regulations.
⚑ Depends on goodwill.⚑ Depends on authority stance.
⚑ Focuses on solutions.⚑ Focuses on problems.
⚑ Looks for joint ventures.⚑ Sees competitors as enemies.
⚑ Generates enthusiasm.⚑ Raises fear.
⚑ Fixes breakdowns.⚑ Places blame for breakdowns.
⚑ Develops people.⚑ Uses people.
⚑ Asks.⚑ Commands.
⚑ Gives credit.⚑ Takes credit.

 

A Leader ...A Manager ...
Thinks longterm and acts right (does the things right).Thinks shortterm and does the right things.
⚑ Is an inspired authentic original.⚑ Is a driven image oriented copy.
⚑ Is holistically oriented.⚑ Is interested in balance sheets,
is the classical good soldier.
⚑ Challenges the status quo⚑ Accepts the status quo
⚑ Asks "What?" and "Who?"
Scrutinizing with "How come that?"
⚑ Asks "How?" and "When?", possibly "Why?".
Focusses on human beings and inspires confidence.Focuses on systems and structures and
relies on control.
⚑ Renews and develops.⚑ Administrates and sustains.
Source: ► Inspired by Peter Drucker (1909-2005) US American management consultant, self-described "social ecologist",
educator, writer, Warren Bennis (1925-2014) US American scholar, professor of business administration,
organizational consultant, pioneer of contemporary leadership studies, author

 

Leadership ⇔ management – Dignity ⇔ Practical-efficient orientation

Leadership Qualities – Fundamental Feminine Energy ⇔ High Ground
Fulfillment, team spirit, big picture, creativity, connectivity, support, right brained

  • Asks essential questions
  • Understands that change is a constant phenomenon and goes along with it
  • States the vision 'How can I support you?'
  • Brainstorms processes with the staff members in a team setting
  • Acknowledges the efforts that were made
  • Focuses on solutions
  • Looks for joint ventures

 

Manager/Boss Qualities – Secondary Masculine Energy ⇔ Low Ground
High achievements, discipline, performances, order, competition, aggressiveness, left brained

  • Knows all the answers
  • Tries to control and direct changes
  • Issues orders i.e. 'Here is what we are going to do!'
  • Looks for someone to blame and/or to punish
  • Demands according to company rules and regulations
  • Sees competitors as enemies.

Features of leaders in a knowledge society

Shifting leadership principles while moving into a knowledge society
༺༻New leadership action item
1.Figure out what information is needed.
2.Actively prune what is past its prime.
3.Embrace employee autonomy.
4.Build true learning organizations.
5.Provide a much stronger sense of purpose.
6.Be more mindful of those left behind.
Source: ► Article by Rick Wartzman, US American executive director of the Drucker Institute, Claremont Graduate University, What Peter Drucker Knew About 2020, presented by the bimonthly management magazine Harvard Business Review (HBR), published by Harvard Business Publishing, 16. October 2014
See also: ► Wissen

 

Knowledge workers and service workers are not 'classes' in the traditional sense. But there is a danger that […] society will be-
come a class society unless service workers attain both income and dignity. […] Anyone can acquire the 'means of production', i.e.,
the knowledge required for the job, but not everyone can win.
A healthy business cannot exist in a sick society.
  Peter Drucker (1909-2005) US American management consultant, self-described "social ecologist", educator, writer, cited in: article What Peter Drucker Knew About 2020, presented by the bimonthly management magazine Harvard Business Review (HBR), Rick Wartzman, 16. October 2014

 

Our basic grievance with today's billionaires is that relatively little of the value they've created trickles down to the rest of us.
Roger Martin, Ph.D. (*1956) Canadian professor of economics, University of Toronto (1998-2013), integrative thinker, author of business books, cited in: article What Peter Drucker Knew About 2020, presented by the bimonthly management magazine Harvard Business Review (HBR), published by Harvard Business Publishing, Rick Wartzman, 16. October 2014

 

It's class warfare, my class is winning, but they shouldn't be.
Warren Buffett (*1930) US American billionaire investor, industrialist, philanthropist, Buffett: 'There are lots of loose nukes around the world' , presented by the US American TV channel CNN, news outlet CNN edition, host Lou Dobbs, 19. June 2005

 

While the poor and middle class fight for us in Afghanistan, and while most Americans struggle to make ends meet, we mega-rich continue to get our extraordinary tax breaks. My friends and I have been coddled long enough by a billionaire-friendly Congress.
It's time for our government to get serious about shared sacrifice.
  Warren Buffett (*1930) US American billionaire investor, industrialist, philanthropist, presented by the US American daily newspaper The New York Times, 15. August 2011

Semiotics for leaders

Stages and features of holisitic leadership
Leadership is a holistic spectrum that can arise from various types of leadership.
StageType of leadershipDescription
1. Primal leadership Higher levels of physical power, need to display power and control others, force superiority, ability to generate fear, or group-member's need for a powerful group protector
2. Psychoenergetic leadership Superior mental energies, superior motivational forces, perceivable in communication and behaviors, lack of fear, courage, determination
3. Macro-leadership Higher abilities in managing the overall picture
4. Micro-leadership Higher abilities in specialized tasks
5. Project leadership Higher ability in managing the execution of a task
6. Spiritual leadership Higher level of values, wisdom, and spirituality, where any leader derives its leadership from a unique mix of one or more of the former factors.
Source: ► Dr. Daniele Trevisani (*1965) Italian pioneer in advanced communication science, multidisciplinary researcher in human performance and human potential, coach, trainer, consultant, author, Semiotics for Leaders. Symbols, Meanings,
Power & Communication. New Leadership Styles, Energies and Behaviors
, Medialab-Research Publishing,
Kindle edition via Amazon Digital Services, 27. September 2015

Five types of clusterings in companies and society – David Logan

Tribal Clustering in companies and societies
The rankist pride-shame culture comprises roughly 76% of the world's population.
Center of gravity
Stage
Tribe
characteristics
Catch phraseFocus
Interest
Key
question
% Distribution
company /
society
Effecting
the whole
Stage 1 ↓

Undermining
Survival mode
Shame and Guilt culture

Gangs, Prisons – No values
Despair, hostility, criminality
Life sucks!AssetsWhat do
I have?
2% Energy drain ↓
Separation mode
SURVIVAL
Stage 2 ↓

Ineffective
Apathetic victimhoodAddiction culture
Passively resigned antagonistic
Quietly sarcastic
My life sucks!(Involuntary) BehaviorWhat will
I do?
25% Energy drain ↓
Separation mode
SURVIVAL
Stage 3 ↓

Useful
Individual-centric
Pride culture
Lone Warriors

Knowledge workers:
Knowledge is power.
Winning is personal,
based on "my" values.
I'm great
(and you're not)!
Achievements /
goals
What do
I want?
49% Energy drain ↓
Separation mode
SUCCESS

 

The 'Dignity for all' culture comprises roughly 24% of the world's population.
Center of gravity
Stage
Tribe
characteristics
Catch phraseFocus
Interest
Key
question
% Distribution
company /
society
Effecting
the whole
Stage 4 ↑

Important
Value oriented
creative team
Tribal Pride

Big picture empathizing original workers:
"We" are greater than "me."
The bigger the foe,
the more powerful the tribe.
We're great
(and they're not)!
ValuesWhat do we
stand for?
22% Supporting ↑
Integrative mode
SERVICE
Stage 5 ↑

Vital
Dignity culture based on
inalienable "resonant" human rights
Innocent Wonderment

Infinite potential of the group,
global impact
Not beating competitors
Life is great!Noble cause9What do we
live for?
2% Triggering
World change ↑

Unity mode
TRANSFORMATION
Sources featuring David Logan, Ph.D. (*1968) TribalLeadership.net US American professor of management, USC faculty member, consultant, author of Tribal Leadership
► Video presentation 'Tribal Leadership' by Dave Logan, John King, and Halee Fischer, presented by the online business magazine
     BNETvideo, YouTube film, 6:11 minutes duration, posted 27. October 2008
► Video presentation Tribal leadership, presented by TEDx USC Talks, YouTube film, 16:39 minutes duration, filmed March 2009,
     posted October 2009
► Audio interview The Art of Tribal Leadership, presented by the publication Integral Life, dialogue partner Ken Wilber (*1949),
     MP3, 48 minutes duration, June 2010
► Video presentation Tribal Leadership, sponsored by the platform Google TechTalks, Google Campus, Mountain View, California,
     53:24 minutes duration, filmed and posted 18. January 2011

 

A tribe/cluster is a group of 20-150 people. "Tribes" have more influence than teams, companies or CEOs in determining how much and what quality work gets done. The language used reveals the respective tribe.
  • Groups can't leap over a stage as they progress.
  • Culling out 'bad apples' is ineffective.
    If the bottom 10% of performers are fired, the remaining group will invariably substitute their position.

 

Authentic leaders can move the group's center of gravity through language.
Leaders need to be able to talk all the levels so that you can touch every person in society. But you don't leave them where you found them. Tribes can only hear one level above and below where they are. [...] Leaders nudge people within their tribes to the next level.  David Logan, Ph.D. (*1968) TribalLeadership.net US American professor of management, USC faculty member, consultant, author

 

The greatest challenge we face is moving from stage 3 [pride] to stage 4 [courage].
David Logan, Ph.D. (*1968) US American professor of management, USC faculty member, consultant, author

 

Comments on the hurdle between stages 3 ⇔ 4:
  • The challenge coincides with the threshold of integrity – crossed by mankind in 1987 according to researcher David R. Hawkins.
  • The challenge coincides with the threshold of ethics – crossed by mankind in 1999 according to time researchers Various step models
    created by Ian Xel Lungold (1949-2005) US American time researcher and
    Carl Johan Calleman, Ph.D., Swedish biologist, time researcher, author
    .
  • The new reality is no longer separate. H.H. the 14. Dalai Lama (2009)
  • Stage 3 corresponds to Knowledge workers predominant in the waning Information Age.
    Stage 4 corresponds to Big picture creators and empathizers coming afore in the rising Conceptual Age. Daniel Pink

 

According to Ken Wilber 25% of the population are able to cognitively understand integral approaches,
however, only 2% are able to incorporate and to sustain them.
Comment: This coincides roughly with the statistical numbers David Logan found in his 10 year long study on tribes.
[22% – Stage 4; 2% – Stage 5]

 

  • Questioning for people at stage 2 – "What ticks you off?"
  • Questioning for people at stage 3 – "What are you proud of?" plus 3-5 open-ended questions.
  • Questioning for people at stage 4 – "For the sake of what?" (to establish a noble cause)

 

Media reference:
► Deleted video presentation by Ken Wilber (*1949) US American transpersonal philosopher, consciousness researcher, thought leader
     of the 3rd millennium, author, On the Cutting Edge of Evolution, annual visit with students of the John F. Kennedy University (JFKU),
     Denver, Colorado, presented by the publication Integral Life, 40 minutes duration, issued May 2011
[Paraphrased] According to the developmental psychologists the tipping point, the critical mass of 10% of integral oriented population will be reached at around 2021.
1. Archaic (Survival) -------------------------0%
2. Tribal (Us against them) ----------------4%
3. Feudal (Me) ------------------------------15%
4. Traditional (Religion) -------------------40%
5. Modern (Science) -----------------------30%
6. Post-Modern (Pluralistic) -------------10%
7. 'Power of Now' (Spontaneous) -------1%

 

See also:
Ken Wilber and ► Pride and ► Shame
Five levels of leadership – Charisma meter
Wolves – herd animals, castaways, and lost ones (Poem)
Mirroring character and charisma within social clusters (tribes)
Seven characteristics of companies that lept 'from Good to Great' – James Collins
► Evolutionary levels according to Spiral Dynamics map – Clare Graves, Don Beck and Chris Cowan (1996-2006), status 1999
Catch phrases corresponding to various levels of consciousness (LoC)
Siehe auch: ► Fünf Stammbildungen in der Gesellschaft – Langzeitstudie von David Logan

Five levels of leadership – Charisma meter

Leadership hierarchy by James Collins
StageLeader type Expressed byDescriptionsCharacteristicsLevel of
Operation
Level 1
*
Highly capable individual Makes productive contributions through talent,
knowledge, skills, and good work habits
CapabilityOne man
endeavor
Level 2
* *
Contributing team member Contributes to the achievement of group objectives;
works effectively with others in a group setting
ContributionTeam building
Level 3
* * *
Competent managerDonald TrumpOrganizes people and resources toward the effective and efficient pursuit of predetermined objectives CompetencyManagement
of companies
Level 4
* * * *
Effective leaderLee Iacocca
Bill Gates
Steve Jobs
Catalyzes commitment to high performance standards while stimulating the group on pursuing a clear and compelling vision BignessEffective leadership
Level 5
Listen *)
* * * * *
Humble and
fiercely resolved leader
Abraham Lincoln
Oprah Winfrey
Alfred Herrhausen
Builds enduring greatness through a paradoxical combination of personal humility and charisma combined with professional determination GreatnessServing leadership
Sources by James C. Collins (*1958) US American business consultant, lecturer on company sustainability and growth, author
Good to Great. Why Some Companies Make the Leap... and Others Don't, 2001
► Audio presentation Greatness is Not a Business Idea, MP3, 2:07 minutes duration
► Audio presentation What is Level 5?, MP3, 0:45 minutes duration
See also: ► Ken Wilber

 

Dass wir Gott nicht zwingen, wozu wir wollen, das liegt daran, dass uns zwei Dinge fehlen:
Demut vom Grund des Herzens und
⚑ kräftiges Begehren.
Ich sage das bei meinem Leben, – Gott vermag in seiner göttlichen Kraft alle Dinge, aber das vermag er nicht, dass er dem Menschen, der diese zwei Dinge in sich hat, nicht Gewährung schenke.
Meister Eckhart Eckhart von Hochheim (1260-1328) deutscher Mystiker, dominikanischer Theologe, Philosoph, zitiert in: Josef Quint, Herausgeber und Übersetzer, Deutsche Predigten und Traktate, S. 96, Hanser Verlag, München, 1963, 7. Auflage 1995, Diogenes Taschenbuch, Zürich 1979

All things must necessarily be accomplished in the truly humble man. He does not need to ask God, he can command God, because the height of divinity is nothing less than the depth of humility […] The humble man and God are one; the humble man is master of God as well as himself, and everything possessed by angels is in the nature of the humble man; what God does, the humble man does also, and what God is he is: one life and one being; that is why our Lord has said: "Learn from me that I am gentle and humble in spirit". Meister Eckhart O.P. (Eckhart of Hochheim) (1260-1328) German mystic, Dominican theologian, philosopher, On humility, undated

Essential skills of true managers and leaders

Ten required behaviors of true leaders of the new era
༺༻Required leadership skillsRemark
1.A manager needs to be able to ask for and take in feedback from their employees – without becoming defensive. This fundamental leadership skill is what most managers lack.
2.A manager must develop the ability to take an employee's perspective and see things from the employee's point of view. 
3.A manager needs to understand how their function fits into the overall organization and how their business competes in its marketplace. Many managers are unaware of their industry, world or current events, and how their organizations compete.
4.A manager needs to learn self-reflection, to notice their own fear/anger reactions and temper them when they are upset or people are upset with them. Anger is a fear reaction.
5.A manager needs to know how to acknowledge and reinforce employees – and how to avoid bashing and criticizing them when they make a mistake. True leaders accept their employees' mistakes as their own learning opportunities.
6.A manager needs to learn to stand up for their teammates when a higher-up manager gives an order that isn't feasible or achievable. Leadership means facing fear and stepping through it, but this aspect of leadership gets short shrift in traditional leadership training.
7.A manager (free agent, independent economic unit) needs to learn to manage his or her own career, completely apart from managing their department. Leadership training can incorporate the idea of career self-determination and help managers develop their own long-term career plans.
8.A manager needs to learn to communicate with people of different ages, ethnic backgrounds, religions, political stripes and personality types and must learn to be open to a wide range of perspectives. It takes patience and focus to step out of traditional biases.
9.A leader must learn how to build trust and community at work. Without trust, a department can't function the way it should. Too often, managers achieve results through fear and threats, veiled or overt.
10.A manager must learn to be human at work, especially when conditions are ripe for fear-based management tactics to creep in. Inhumane managers are functionaries and lackeys, doing what are told out of fear of doing anything else.
Source: ► Article Ten Skills Every Manager Needs – But 90% Of Managers Lack,
presented by the US American business magazine Forbes, Liz Ryan, 11. February 2018
See also: ► Ken Wilber

Leadership restoring the climate at the work place

Restoring the work place by renewed leadership
༺༻           Behavioral changes of leadership           
1.Allow people to fail. Encourage employees to test their ideas.
2.Build teams that last. Allow them to be think-tanks.
3.Be a great communicator. Hold no secrets.
4.Don't hide behind the title. Be the real you.
5.Awaken the organization. Keep people on their toes.
6.Keep it simple. Make it fun.
Source: ► Article 6 Ways To Make Your Leadership And Workplace Fun Again,
presented by the US American business magazine Forbes, Glenn Llopis, 23. September 2013

Four new agreements for conscious leaders – David Dibble

New AgreementLegend
First agreementFind your purpose.
Second agreementGrow and serve the frontline staff.
Third agreementBe a systems thinking leader.
Fourth agreementPractice a little every day.
Source: ► Video presentation by David Dibble, US American expert in systems thinking, spiritual teacher, The Four Agreements at Work Training/The Creation of the Four Agreements,
YouTube film, 5:55 minutes duration, posted 1. December 2010

Various leadership styles

Changing leadership models
Time periodType of leaderMessage of the leader
1800-modern ageAttila the Hun Follow me, or else you will be punished!
1932-1945 – Third ReichAdolf Hitler
German people to dictator
Leader give orders, we will follow!
50tiesMentor I am your senior. Do you want to learn from me?
60ties-now – ModernitySocrates Use the chance at hand, to learn something from me
(which is inherent in you)!

Seven evolutionary stages of leadership: Expediency ⇒ alchemical service

Evolutionary stages – Alchemical transformation by service in leadership
Stage
Chakra
Type
Vertical
action-logic
Timeframe
Soul age
Time awareness%PerspectiveOrder of consciousnessExpression of powerEnergetic flow
1.OpportunistWeeks to monthsUnaware of time 5% 1st person Dependent
Socialised mind
Coercive
Might makes right.
Power motivated by personal needs
2.DiplomatMonths to 1 yearAware of time 12% 2nd person Dependent
Socialised mind
DiplomaticSocial norms ruling personal needs
3.Expert1-2 yearsDurational time 38% 3rd person Dependent
Socialised mind
Logistical
System is right.
Craft-logic ruling social norms
4.Achiever2-5 yearsOne-dimensional
Linear time
30% Expanded
3rd person
Independent
Self-authoring mind
Systematic-productiveSystem effectiveness ruling craft-logic
5.Individualist5-10 yearsPresent time
Here and now
10% 4th person Independent
Self-authoring mind
VisionaryRelativism ruling systematic effectiveness of any single system
6.Strategist10-20 yearsTwo-dimensional
Nonlinear time
4% Expanded
4th person
Inter-independent
Self-transforming mind
PraxisMost valuable principles ruling relativism
7.AlchemistUp to100 years, multigenerationalThree-dimensional
Nonlinear time
<1% 5th to nth person Interdependent
Self-transforming mind
Mutually transformingDeep processes and inter-systemic evolution ruling principles

 

Insight "We’ve found that leaders who undertake a voyage of personal understanding and development can transform
not only their own capabilities, but also those of their companies.
"
Article by David Rooke, William R. Torbert, Ph.D., US American professor, Boston College's Carroll School of Management, Massachusetts, Seven Transformations of Leadership, presented by the bimonthly management magazine Harvard Business Review (HBR), published by Harvard Business Publishing, S. 1-9, April 2005
Statistics 55% of the leaders operate preconventionally, perform below the level of integrity.
30% of the leaders operate conventionally, perform above the level of integrity.
14% of the leaders have attained a post-conventional level.
Less than 1% of the leaders operate at transpersonal stages.

 

Source: ► Article Transformation in Leadership, Part 1: A Developmental Study of Warren Buffett,
                   presented by the Integral Leadership Review, Edward J. Kelly, ~2012
Based on:
Seven vertical action-logic stages of development (of mental complexity) – originator William R. Torbert, Ph.D., US American teacher,
     consultant, artist, author, 2004
Three orders of consciousness: Adult Levels of Development: Socialized ◊ Self-authoring ◊ Self-transforming – originator
     Robert Kegan, Ph.D. (*1946) US American developmental psychologist, professor of leadership studies and adult learning,
     Harvard University, co-director for the Change Leadership Group, author, 1994
Reference:
Robert Kegan, Ph.D. (*1946) US American developmental psychologist, professor of leadership studies and adult learning, Harvard
     University, co-director for the Change Leadership Group, author, The Evolving Self. Problem and Process in Human Development,
     Harvard University Press, 1982, reprint edition 1. July 1983
See also: ► Ken Wilber and ► Hermes Trismegistos and ► Step models
Chakra system and ► Chakras – Alchemical process

Leadership principles approved by Steve Jobs

Leadership principles applied by the founder of Apple
༺༻LessonLegend
1.Focus.
2.Simplify. Jobs tasked his executives to find industries "ripe for disruption"
because it made products and services that were too complicated.
3.Take responsibility end to end.
4.When behind, leapfrog. Do not catch up, instead leapfrog what the competition is doing.
5.Put products before profits. Sales people and accountants focus on profits instead of good products.
Jobs believed this is a recipe for mediocrity.
6.Don't be a slave to focus groups. Jobs famously said, "Customers don’t know what they want until we've shown them."
7.Bend reality.
8.Impute.
9.Push for perfection. Job's pursuit of perfection was a big part of why he was so successful.
10.Tolerate only "A" players. Jobs, being brutally honest and frequently rude was one of the ways he kept
the "B players" from gaining a foothold at Apple.
11.Engage face-to-face. Meet face to face whenever possible and don’t try to collaborate through email.
12.Know both the big picture and the details.
13.Combine the humanities with the sciences.
14.Stay hungry, stay foolish.
Source: ► Article The Real Leadership Lessons of Steve Jobs, presented by the bimonthly management magazine Harvard Business Review (HBR), Walter Isaacson (*1952) US American president and CEO of the Aspen Institute, journalist, biographer, writer, April 2012

Seven characteristics of companies that lept 'from Good to Great' – James Collins

Companies of excellence and adaptability
༺༻CriteriaDescription
1 A. Level 5 leadership10
0:45 minutes duration
Level 5 leaders are humble, highly determined,
inspired to do what's best for the company.
1 B. The five key things to consider
When looking for the right people

05:22 minutes duration
1. They share core values of the company.
2. The right people do not need to be managed.
3. They have the potential to become the best.
4. They differentiate between their job and their responsibility.
5. Litmus test question: Would you hire the person a second time?
2. First who, then where
2:34 minutes duration
1. Get the evolved coworkers in a team.
2. Figure out where to go, testing them out in different positions.
3. The Stockdale paradox11
2:35 minutes duration
Confront the brutal facts.
Never lose faith in the future success.
4. A Hedgehog concept
1:56 minutes duration
1. Spirit: What lights your fire? (passion)
2. Mind/Psyche: What can you be best in the world at? (talents)
3. Body: What drives your economic engine? (capital, basics)
4. B Three circles of the resource engine
0:40 minutes duration
Time capital
Human capital
Brand capital
5. Culture of discipline  
6. Technology accelerators Use technology to accelerate growth,
applying the three circles of the hedgehog concept.
7. The flywheel  1:03 minutes duration The additive effect of many small initiatives act on each other like compound interest.
Source: ► Various audio presentations by James C. Collins (*1958) US American
business consultant, lecturer on company sustainability and growth, author

Criteria of longevity of enterprises [500 years]

Criteria of long-lasting enterprises
༺༻Four Criteria of longevity of enterprises [500 years]
Correlations and the chain of "effects"
Remark
1.Have access to money / material resources / technology. Secure the material basis.
2.Pay sensitive attention to stakeholder groups. Concerns 80-90 different groups, not simply stock holders
3.Challenge convention. – Tolerate ambiguity and deviant approaches.
4.Expand from the original product, principal source of revenue, or idea of your company. Examples: Nokia, Dupont, General Electric
Source: ► Video lecture by Watts Wacker (1953-2017) US American futurist, annual meeting Sodexho On futurism · Difference between futuring and visioning, Paris, 2006, 53:33 minutes duration, 6. June 2006     On futurism, the difference between futuring and visioning

Stockdale paradox

Gazelle
Gazelle, Zoo in Agadir

James Bond Stockdale (1923-2005) was a most highly decorated officer in the history of the United States Navy, who had survived prison camps and continuous torture. Later he was a teacher of philosophy at Stanford Univer-
sity.

I never lost faith in the end of the story. I never doubted not only that I would get out, but also that I would prevail in the end and turn the experience into the defining event of my life, which, in retrospect, I would not trade.

 

Setbacks, disappointments, accidents, disease, loss of love, inevitable difficulties are solved in the Stockdale Paradox, that implies a very important lesson:

You must never confuse faith that you will prevail in the end – which you can never afford to lose – with the discipline to confront the most brutal facts of your current reality, whatever they might be.
Audio presentation by James C. Collins (*1958) US American business consultant, lecturer on company sustainability and growth, author, The Stockdale Paradox, # 59, MP3, 2:35 minutes duration, copyright 2017

 

The truth will set you free. But first, it will piss you off. Joe Klaas (1920-2016) British reporter, author, Gayle Rossellini, Twelve Steps to Happiness, Random House Publishing Group, 1990, Ballantine Books, revised edition 1 April 1993

 

Source: ► Paradox

Evaluating male and female leadership qualities – Pew Surveys 2008 and 2018

Men ⇔ Women – Assessment of eight essential leadership qualities
2,250 surveyed adult US Americans voted:
Women express by far more specific leadership traits more explicitely than men.
༺༻Quality Votes for women Votes for men Equal votes for both genders
1. Honesty 75%25%n/a
2. Intelligence 75%25%n/a
3. Compassion 75%25%n/a
4. Creativity 75%25%n/a
5. Outgoingness 75%25%n/a
6. Hard work 50% 50%YES
7. Ambition 50% 50%YES
8. Decisiveness39% 61%n/a
2,250 surveyed adult US Americans voted:
As for political leadership men are far more trusted than women.
༺༻Quality Votes for women Votes for men Equal votes for both genders
9. Political leadership6% 21% 69%
Surveys provided by the US American Pew Research Center
► Survey Men or Women: Who’s the Better Leader? A Paradox in Public Attitudes, PDF, presen-\\
     ted by the Pew Research Center, 25. August 2008
► Survey Women and Leadership 2018 – Views on leadership traits and competencies and how they intersect with gender,
     Juliana Menasce Horowitz, Ruth Igielnik, Kim Parker, 20. September 2018
See also: ► Women and ► Women's leadership supersedes men's leadership

 

The presence and the expertise and the bravery of Hillary Clinton changed the molecules in the air kind of so that we now can imagine female chief of state in a way we couldn't before. But I think the inability to see women in leadership in public life is indeed because we still associate female authority with childhood. That's when we see female strength.  Video interview with Gloria Steinem gloriasteinem.com (*1934) leading US American feminist of the new women's movement, visionary and political activist, journalist, writer, Gloria Steinem Visits BG, Bowling Green State University, Bowling Green, Ohio, 24. September 2012, presented by the US Ameri-
can TV station 13abc, host C. Williams, YouTube film, minute 1:17, 2:36 minutes duration, posted 17. February 2013


What really turned me off was what I call secret police. When she [then-first lady Hillary Clinton hired this fleet of detectives to go around examining all of the women who had been identified with [victimized and sexually harassed by] Clinton.
➤ Not for the purpose of divorcing Clinton.
➤ Not for the purpose of getting him to stop
➤ but for the purpose of developing blackmail material on these woman [to smear their character] to cow them into silence
that had a Nixonian quality that I hold against her and I continue to.
  Dick Morris (*1946) US American pollster, political (campaign) consultant, former advisor to then-president Bill Clinton, Hillary Clinton 'Hired Secret Police To Go After Woman Victimized By Bill,' Dick Morris Reveals, presented by the publication HNGN, Rida Ahmed, cited in: US American TV channel Ora TV, program Politicking, host Larry King (1933-2021), 1. November 2014

Innate horse wisdom – Four stages of effective usage of emotions

Horse features

 

(↓)

As omnivores human beings act both non-predatory and predatory.

Their eyes, positioned frontally not laterally, express a predatory nature. Whoever wants to ride a horse well, needs to aquire an aura vibrating of non-predatory power.

⚑ Other than predatory cats and dogs are horses non-predatory power animals, especially when they live in herds.
⚑ As herd animals horses need the company of other horses or humans.
⚑ As prey animals horses are not victims.
⚑ Their sideways positioned eyes afford horses a 340° panorama sight reducing their blind zones in front and in the back to a minimum. Their senses of hearing and smell are also comparatively better than those of humans.
⚑ Horses are highly emotionally and socially intelligent team players applying the power of the herd.
⚑ Horses understand the paradox that living creatures are separate and not separate at the same time.

Hauspferd
Domesticated horse

⚑ Horses are natural teachers for the attitude of mindfulness.
⚑ Using emotions as their source of information horses can sense the state and intentions of present predators.
⚑ As peaceful herbivores they attack predators as a herd, yet do not take further revenge.
⚑ When domesticated horses are exposed to humans programmed in a predatory system.
⚑ Among humans only 10% of the emotions are expressed verbally, whereas 90% are conveyed nonverbally. Horses are sensitive to the 90% of the nonverbally conveyed emotions.
⚑ Horses sense congruency and authenticity in another being. Only when congruent emotions are present, they respond positively.
⚑ The exception to the rule of peaceable demeanor are highly traumatised and abused stallions who may turn to life threatening violence.

 

Power constellations

 

Dominance can express itself as non-predatory or predatory forms of power.
⚑ The herd dominant and the (mostly female) herd leader, best skilled in presence, nurturing and companionship, are often two different animals.
⚑ Mutual aid (cooperation), competitiveness avoidance, and non-predatory leadership exist in nature among and between species. Indeed, it is an essential factor in the survival and success of any significant species.
⚑ The non-predatory power together in the herd expressing social intelligence skills does neither alienate others nor dominate the members of the community nor does it produce lone wolves. It uplifts everyone to a much higher functionality, creativity and innovation.

 

Stages of using emotions effectively
༺༻Emotions applied effectivelyChakraFunction
1.Feeling the emotion in its purest form2nd chakra Input
Stage 1: Subjected to the prevalent left-brained dominance/submission paradigm, humans deal immaturely with feelings and emotions.
                Suppressing or expressing emotions are the two sides of a dysfunctional coin.
2.Deciphering the rational message/content riding on top of the emotion3rd chakra Output
3.Changing something in response to that messageLower 4th chakra Input
4.Letting go the feeling after having changed in response to its messageUpper 4th chakra Input
Stage 4: Dismissing emotions or getting immune to them by prematurely "surrendering" them is also a dysfunctional approach.
                Horses use emotions as information.
As a result of using emotions efficiently horses spend 99% of their day in the state of deep connection and peace.

 

Four unversal habits of engaging destructive power – Stone age power tactics
༺༻Defective power tacticLegend
1.Predatory dominance (rankism) Hierarchical leaders thriving at other's expense
2.Retaliation Former victims turning into perpetrators themselves
3.Objectification and projection Deadly duo of dehumanisation
Goal: holding people accountable without dehumanizing them
4.Shame and blame Dysfunctional conversational power tool

 

The Sedona Method, ACIM, and the 12 steps programs are all invested in "surrendering" emotions. Reviewing or challenging the existing mind frame of the predatory social paradigm, they miss to inspect the dominant-submissive social construct that keeps producing childhood trauma resulting in pain-killing but destructive addictions. They also lack to convey to recovering addicts: emotional and social intelligence skills and empowerment/leadership skills.
Audio interview with Linda Kohanov (*1950) US American riding instructor, horse trainer, speaker, author, Equine Magic With Linda Kohanov, Spielberg's War Horse, Happy Trails Sag, presented by the US American radio show hosted by Robert Phoenix, minute 16:30 [Four stages of effective usage of emotions], minute 71:08, 102:14 minutes duration, aired 21. December 2011

 

The boss in the herd can be referred to as the alpha horse. [...] The alpha horses are generally off by themselves because the other horses don't want to be around them. [...] The leader is generally an older mare – in a wild herd. Stallions come and go, but mares stay for life. It's not necessarily going be the bossy mare. It's going to be the one with all life experience. It's the leader that can be trusted. Whether it's with people or with horses
➣ the way to develop trust is through consistency.
➣ If you're consistent then you're dependable.
➣ If you're dependable you become trustworthy.
➣ If you're trustworthy the horse will be at peace with you.
➣ And if the horse is at peace with you then they can become soft.
Softness comes from the inside of the horse or the person. Lightness is just on the outside. You can achieve lightness through training. [...] With lightness the things that are trained into the horse are available when things are going relatively well. With softness everything is available all the time.
Mark Rashid, US American horse trainer, clinician, cited in: Video documentary The Path of the Horse, presented by Stormy May, YouTube film, minute 3:09, 1:01:08 duration, posted 15. October 2012

 

Horses are far more perceptive than most people realize. They have an innate sense of understanding people's characters and personalities and an ability to sense the unspoken. They know your intentions and agenda sometimes even before you do. You can lie to a therapist. You can lie to a friend. You can lie to yourself. But you can’t lie to a horse.
Anna Twinney, US American horse whisperer, Reach Out to Wisdom, presented by the publication reachouttohorses.com, 2012-2016

 

A horse doesn't care how much you know, until he knows how much you care.
A horse is like a violin. First it must be tuned. When tuned, they also must be accuarately played.
If your horse says no, you either asked the wrong question, or asked the question wrong.
Ask, insist, order.
Use your head, not your spurs.
    Pat Parelli, US American horse trainer, horse whisperer, Horse quotes

 

Historic leaders who were great horsemen dealt with aggressive, challenging stallions without resorting to violence or panicking. They've integrated the non-predatory innate wisdom teachings from the horse which enhanced their leadership presence: Buddha, Alexander the Great, Genghis Khan, Joan of Arc, Catherine the Great, George Washington, Geronimo, Winston Churchill, Ronald Reagan.

Source: ► Narrated video by Linda Kohanov (*1950) US American riding instructor, horse trainer, speaker, author, The Power of The Herd: A Nonpredatory Approach to Social Intelligence, Leadership, and Innovation, YouTube film, 4:30 minutes duration, posted 29. March 2013

 

Literature by Linda Kohanov (*1950) US American riding instructor, horse trainer, speaker, author
The Power of the Herd. A Nonpredatory Approach to Social Intelligence, Leadership, and Innovation, New World Library,
     1st edition 5. March 2013
The Five Roles of a Master Herder. A Revolutionary Model for Socially Intelligent Leadership, New World Library, 14. June 2016
Media sources featuring Linda Kohanov (*1950) US American riding instructor, horse trainer, speaker, author
► Audio interview Equine Magic With Linda Kohanov, Spielberg's War Horse, Happy Trails Sag, presented by the US American radio show
     hosted by Robert Phoenix, minute 16:30, 102:14 minutes duration, aired 21. December 2011
Four stages of effective usage of emotions
► Audio interview The Power of the Herd; Non-Predatory Power and Horse Sense, presented by The Rob Kall Bottom Up Radio Show,
     host Rob Kall, US American radio host, 1:30:21 duration, podcast aired 18. July 2013
Becoming powerful in order to work with a traumatized violent stallion
► Audio interview Linda Kohanov, presented by the US American Velocity Radio, Kim Baker Show, host Kim Baker, aired 18. June 2013,
      YouTube film, 13:01 minutes duration, posted 19. July 2013
► Video interview The Power of the Herd, presented by the New World Library, host Monique Muhlencamp, publicity director, YouTube film,
     13:06 minutes duration, posted 13. June 2013
Understanding the difference between predatory and non-predatory power
► Video interview Eponaquest "POWER OF THE HERD" Linda Kohanov in Deutschland, Barockreitzentrum Heimsheim, Deutschland,
     recorded 6. September 2014, YouTube film, 7:21 minutes duration, posted 6. January 2015
► Video interview Linda Kohanov talks about THE FIVE ROLES OF A MASTER HERDER, presented by Californian publisher
     New World Library, host Monique Muhlencamp, publicity director, YouTube film, 10:44 minutes duration, posted 19. July 2016
► Audio interview Learning From Horses and Master Herders, MP3, presented by The Rob Kall Bottom Up Radio Show,
     host Rob Kall, US American radio host, 1:30:21 duration, podcast aired 4. January 2017
See also:
Consciousness-Tables and ► Emotions and ► Principle 3:1
Quotes by Linda Kohanov – Horse wisdom
Six beneficial strategies in horse training
Information Age ⇒ Conceptual Age ⇒ Changing expressions of creativity – Daniel Pink
Don't hand over your dream to the dream stealers
Siehe auch: ► Effektive Nutzung von Emotionen – Pferdeweisheit und die Macht der Herde

Questions for inspiring leaders

༺༻QuestionRemark
1.What is my destiny? 
2.What is my cause?What do I stand for? What is my passion?
3.What is my calling? 
4.Are my destiny, my cause and my calling aligned?Are my "What?, Who?, Where?, When?", "Why?" and "How?" completed?
See (Principle 3 in 1)
5.How do I inspire with what I say and do? 
6.How do I serve? 
7.How do I guide brilliant contributions to actualization? 
8.How do I become the essence of beingness? 
Inspired by: ► Lance Secretan (*1939) British economic visionary, expert on leadership,
business consultant, theorist on inspiring teams, speaker, author
See also: ► Questions and ► Inspiration

 

Links zum Thema (Spirituelle) Führung / Leadership and management

Literatur ("Spirit im Business")

Change Management – einfach erklärt
Zwei Mäuse und zwei Zwerge ernähren sich vom Käse aus einem Lager. Als eines Tages der Käse ausbleibt, suchen die Mäuse gleich nach neuem Käse. Die Zwerge analysieren monatelang im leeren Lager über die Ursachen und bedauern sich. Fazit: Die Welt ändert sich, und der Käse ist immer wieder woanders zu finden.
Zentrale Frage: "Was würdest Du tun, wenn Du keine Angst hättest?"

Referenz auf die Gallup Studie, die über 400 Firmen und 80.000 Manager befragt hat
* Fred Kofman, Meta-Management
* Karl Gamper, So schön kann Wirtschaft sein
* Paul J. Kohtes, Dein Job ist es, frei zu sein
* Barbara und Michael Fromm, Führen aus der Mitte

Bericht über eine Langzeitstudie
Englisches Original: Built to Last. Successful Habits of Visionary Companies, HarperBusiness, 3rd edition 24. June 2004

Zentrale Botschaft: Charakter, Kompetenz und Vertrauen führen zu einem erfüllten Leben, nicht angelernte Erfolgstechniken.

Die vorgestellten vier Führungsstile:1
1. Lenken – Die Firmenverantwortlichen geben präzise Vorgaben und achten auf ständiges Controlling.
2. Anleiten – Der Firmenchef überwacht gewissenhaft, kommuniziert mit den Mitarbeitern und beachtet ihre Vorschläge.
3. Unterstützen – Der Firmenchef fördert und unterstützt bei der Bearbeitung von Aufgaben, teilt Verantwortung.
4. Delegieren – Der Firmenchef überträgt die Verantwortung vollständig auf die Mitarbeiter.

Literature (engl.) – "Spirit in Business"

Reference to Gallup study investigating over 400 companies and 80,000 managers

Referring to callers for transformation: Lester Thurow (1938-2016) US American political economist, former dean of MIT Sloan School of Management, bestselling author on economic topics, Charles Handy, London, Abraham Maslow, Peter Drucker, Paul H. Ray, US American anthropologist and sociologist, Dee Hock, US American VISA founder, Ray Anderson, Interface CEO, Michael Ray, Stanford

Research on the greatest leaders in history [Thomas Jefferson, George Washington, Jesus Christ, Buddha, Mahatma Gandhi, Confucius, Martin Luther King Jr., Mother Teresa and Nelson Mandela] showed that they could inspire (not motivate) their followers to dedicate themselves passionately to the shared visions.

MLK did not say: "I have a strategic plan!"

Mother Teresa didn’t need a quality program.

Drawing upon a 10-year study of more than 24,000 people in two dozen organizations, the authors argue that tribes have the greatest influence in determining how much and what quality work gets done. Management advice given on how to handle the five stages of employee tribal development are: Life sucks, My life sucks, I'm great and you're not, We're great and Life is great.

Author chosen by the multinational US American business magazine Fortune as one of the "50 Most Powerful Women in American Business"

"Click accelerators" are: vulnerability, proximity, flow, similarity, environment, engagement, a little magic

Externe Weblinks


Studien

Das interdisziplinäre Forschungsteam Unternehmensberatung Deep White (*2003), das MCM Institut, die Universität St. Gallen und die Akademie Schloss Garath erarbeiteten in 2003-2004 eine Grundlagenstudie zur Wertekultur und Unternehmenserfolg.


Wider die Irrlehre der Motivation


Linklose Artikel

  • Interview mit Dee Hock (1929-2022) US-amerikanischer Gründer und gestaltender Geschäftsführer der VISA Kreditkarten-
    Unternehmen, Gründer der NPO The Chaordic Commons, Chaos, Ordnung und Transformation, präsentiert von dem deutschen Magazin "Was ist Erleuchtung? (WIE)", Melissa Hoffman, Ausgabe 9, 2003
  • Artikel Authentische Führung, präsentiert von dem deutschen Magazin "Was ist Erleuchtung? (WIE)", Andrew Cohen (*1955) abgedankter US-amerikanischer Guru (1986-2013), Musiker, Gründer und Herausgeber des aufgelösten Magazins What is Enlightenment? / EnlightenNext, Autor, Ausgabe 16, 2005
  • Interview mit Lance Secretan (*1939) englischer Wirtschaftsvisionär, Führungsexperte, Unternehmensberater, Theoretiker der Teaminspiration, Dozent, Autor, Unternehmen sind Software, präsentiert von QUI, Overath, 2007

Weblinks zum Thema Führung – Quora

Beiträge verfasst von Elfriede Ammann, präsentiert auf der kalifornischen Frage-und-Antwort Webseite Quora DE


External web links (engl.)

  • Wikipedia entries Leadership, Leadership styles 1. Authoritarian or autocratic leader ♦ 2. Paternalistic leader ♦ 3. Democratic leader ♦
    4. Laissez-faire leader ♦ 5. Transactional leader ♦ 6. Inspired leader ♦ 7. Transformational / charismatic leader
    , Management
  • Personalities Lance Secretan (*1939) British economic visionary, business consultant, theorist on inspiring teams, leadership author, Donald Trump (*1946) US American business magnate, television personality, politician, 45th US president


An Australian study has found that about one in five corporate executives are psychopaths – roughly the same rate as among prisoners.
Nathan Brooks, forensic psychologist: "Typically psychopaths create a lot of chaos and generally tend to play people off against each other."

300 peer-reviewed studies state "Morality matters when it comes to leadership."
Three types of moral leaders: 1. Ethical leader
2. Authentic leader courageously speak up fair and honest, encouraging others to do the same.
3. Servant leader
Original study Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership, presented
by the Academy of Management, G. James Lemoine, Chad A. Hartnell, Hannes Leroy, published online 3. Oct 2018



Linkless article

Audio- und Videolinks

Herkömmliche Resoucennutzungstrategien stehen dem natürlichen Lernen, der Potentialentfaltung, im Weg und vergrößern die sozialen Probleme. BeGeisterung, GeSinnung und Ge(lassen)Haltung bilden Zukunft, indem sie in Kindern, Jugendlichen, Mitarbeitern SINNPotential entfalten.

Audio- und Videolinks – Peter Kruse

Audios und Videos über Führungsfragen von und mit Prof. Dr. Peter Kruse (1955-2015) deutscher Honorarprofessor für Allgemeine und Organisationspsychologie, Universität Bremen, Psychologe, Netzwerkforscher zur Komplexitätsverarbeitung in intelligenten Netzwerken und kohärenter Musterbildung, Geschäftsführer von Nextpractice, Unternehmensberater

 

TypAngebotTitelVeranstalter ♦
V-Ort ♦ P-Datum
Minuten DauerVeröffentlicht
YouTube VideoInterviewOld school, new school. Führung 2:427. Dezember 2007
YouTube VideoInterview03 Die drei neuronalen Grundkomponenten: Vernetzung, Erregung, Bewertung
Firma als soziales Gehirn, Einsichten in zerebrale Bewertungsverfahren, rationale Einsichten, das limbisches System, das dreifache Dilemma
 4:2125. März 2008
YouTube VideoInterview10 Führung 2.0 zwischen Cortex und limbischen System
Das Ende des Managements, Marken gehören dem limbischen System der Kultur, Change und Innovation können nicht gemanagt werden.
 1:3025. März 2008
YouTube VideoInterview20 Wie trete ich mit einem System in Resonanz?
"Unternehmertum ist intuitive Wahrnehmung. Professionelles Unternehmertum ist strukturierte Wahrnehmung." Minute 2:48
 5:3226. März 2008
YouTube VideoInterviewÜber Changemanagement 6:0818. Mai 2008
Vimeo VideoInterviewSinnstiftende FührungLohas Scout1:568. Januar 2012
YouTube VideoInterviewZukunft von Führung: kompetent, kollektiv oder katastrophal?Nextpractice Forum22:0915. Septemter 2013
YouTube VideoVortrag Zukunft PersonalZukunft von Führung: kompetent, kollektiv oder katastrophal?
"Das Aushalten von Komplexität ist ein großes Thema dieser Zeit. […]
Erst wenn wir es zulassen, dass wir etwas nicht zu verstehen,
haben wir eine Chance es zu verstehen.
"
Minute 10:24 
Messe Zukunft Personal, Nextpractice Forum
Studie "Wertewelt Gute Führung"
1:02:2418. September 2013

Audio and video links (engl.)

Emotional and social intelligence improve the performance of the leader, the coworkers and organization.

"Click accelerators" are: vulnerability, proximity, flow, similarity, environment, engagement, a little magic

People without a conscience don’t need to satisfy the drive to bond and can focus entirely on the drive to acquire, making them more likely
to seek leadership positions.

A smaller percentage of women than men reach the top of their professions.
Sandberg offers three powerful pieces of advice to women aiming for the C-suite.

Men have 6.5 times more grey matter [thinking neurons], a better spatial orientation and maths skills than women.
Women have 10 times more white matter [connective neurons], 12% more closer knit neurons and a bigger corpus callosum than men.
Brainwise women are better equipped for problem solving than men.

Five sophisticated leadership roles [Dominant, Leader, Sentinel, Nurturer/Companion, and Predator] applied by nomadic herding cultures need
to be adopted by next level leaders in families, workplaces, and organizations.


Linkless media offerings

  • Audio interview with Lance Secretan (*1939) British economic visionary, expert on leadership, business consultant, theorist on inspiring teams, speaker, author, Conscious Leadership, presented by the US American web radio station The Omni Art Salon. Conversations in Consciousness, host Jeffrey Milburn (*1955) US American artist, 34:00 minutes duration, aired
    6. January 2008
  • Video TV panel discussion by four leadership versed women, Does Gender Matter? Are Women Leaders Different?, sponsored by the non-profit educational organization Commonwealth Club of California, San Francisco, California, recorded by the event video production company Fora.tv, 1:18:16 duration, 11. March 2008
  • Audio interview with Lawrence Ellis, US American sustainability advocate, founder and president of Paths to Change, com-
    plexity-science organizational consultant, activist, studied application of Satyagraha (Gandhian militant non-violence) to individual and large-scale change via Rhodes Scholarship at Oxford University, has an interdisciplinary master’s degree weaving fields as Asian religions and ethics, change-practices of theoretical physicist David Bohm, liberation politics, linguistics and psychology, filmmaker, Embodied Leadership for The Great Turning, presented by the Institute of Noetic Sciences (IONS), Shift in Action,
    46:51 minutes duration, produced and uploaded 12. May 2009

Audio and video links (engl.) – Richard Barrett

  • Video interview with Richard Barrett, FRSA (*1945) former British value coordinator, World Bank, social commentator, speaker, author on the evolution of leadership and human values in business and society, Jeff Dunn, US American former president of CocaCola, Dawna Markova, neuroscientist, CEO consultant, Values Driven Organization, presented by the CEO Leadership Summit, Costa Rica, YouTube film, 7:56 minutes duration, posted 4. May 2008

New emerging business paradigm

Audio and video links (engl.) – James Collins

Audio and video links (engl.) – David Logan

On five kinds of tribes that humans naturally form – in schools, workplaces, driver's license bureau etc.

Audio and video links (engl.) – John Renesch

  • Audio teleseminar with John Renesch, US American businessman-turned futurist, economy philosopher, system thinker, author, Beyond Reasonable Leadership, presented by the Institute of Noetic Sciences (IONS), host Matthew Gilbert, 55:56 minutes duration, aired 15. August 2007
  • 6-part Audio clips [MP3s] with John Renesch, US American businessman-turned futurist, economy philosopher, system thinker, author, presented by the Global Dialogue Center, ~2007/2008
    1. Becoming a Conscious Leader [Bewusste Führung durch lebenslange, rigorose Selbsterforschung] 7:10 minutes duration
    2. Building a Conscious Organization [Aufbau einer bewussten Organisation mit intrinsischer Immunität gegenüber der Bürokratie] 7:18 minutes duration
    3. Shaping the Future [Wachsame Zukunftsorientierung und -gestaltung] 7:21 minutes duration
    4. Discovering the New Paradigm [Wie geschieht ein Paradigmenwechsel?] 8:27 minutes duration
    5. Critical Thinking for a Complex World [Kritisches Denken in einer komplexen Welt, Unterschiedliche Denkkontexte des
      20. und des 21. Jahrhunderts] 8:01 minutes duration
    6. Understanding Systems and How They Misbehave [Verständnis für Missverhalten in Systemen, Beispiele von linearen und systemischen Ansätzen in Organisationen] 8:23 minutes duration

Audio and video links (engl.) – Daniel Pink

Exemplifying how intrinsic motivation functions

Hidden (unconscious) truths are motivating drivers.

  • Video keynote address by Daniel Pink danpink.com (*1964) US American bestselling author, motivational speaker, chief speechwriter of US vice president Al Gore (1995-1997), Dan Pink on Motivation, Performance and Challenging Business Orthodoxies, presented at the "APA 2011 Psychologically Healthy Workplace Awards", YouTube film, 38:36 minutes duration, posted 19. April 2011
  • Video interview with Daniel Pink danpink.com (*1964) US American bestselling author, motivational speaker, chief speechwriter of US vice president Al Gore (1995-1997), Building Trust at Work, presented by "Human Business Works", host Chris Brogan, YouTube film, 6:51 minutes duration, posted 5. January 2012

Managers and employees must perform a "mindshift" of management practices.

Movie links (engl.)

Character Lieutenant Colonel Frank Slade's talk about leadership and integrity

 

Interne Links

Englisch Wiki

Hawkins

 

 

1 Geschichte und Evolution der neun Unterwelten

2 Quelle: THE Q-12 Survey, The Gallup Organization, 2002; zitiert aus: Lance Secretan (*1939) englischer Wirtschaftsvisionär, Führungsexperte, Unternehmensberater, Theoretiker der Teaminspiration, Dozent, Autor, Inspirieren statt motivieren! Mit Leidenschaft zum Erfolg – so leben und führen Sie besser, Kamphausen Media, Bielefeld, 15. März 2006

3 Dominance/submission mode: 1. Predatory dominance (rankism), 2. Retaliation by former victims, 3. Objectification and projection, 4. Shame and blame

4 Guiding Principle 7: Conserve energy for true emergencies. "Don’t sweat the small stuff"; Principle 12: Enjoy the ride, and 'going back to grazing'

5 ⚡ Media links (engl.) – Exposing the crime record of Hillary Clinton and Bill Clinton

6 "The announcement by president Donald Trump with respect to moving the US Embassy to Jerusalem can be interpreted in two ways: as a subordination of the USA to the Zionist state, or – my preference – as a stake in the heart of the very corrupt Benjamin Netanyahu and the Zionist state that my own colleagues in the Mossad despise. The arrogance of Zion with respect to Jerusalem is exceeded only by the arrogance of Zion with respect to the America."  Robert David Steele

7 ⚡ Megalomaniac George Soros

8 Nonviolent Communication, Marshall Rosenberg

9 Chip Conley and Eric Friedenwald-Fishman, Marketing That Matters. 10 Practices to Profit Your Business and Change the World, Social Venture Network, Berrett-Koehler Publishers, 1st edition 1. October 2006

10 Five levels of leadership – Charisma meter

11 The Stockdale paradox

 

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