Applying The Principles Of Conscious Leadership

David dibble - An AgeNation Careers ExpertBy David Dibble

Nothing makes my heart sing more than seeing people apply in their lives the principles of Conscious Leadership. Maryle Malloy has, for six years, been applying/modeling these principles in her work in veterinary medicine organizations–and with great success. Below is a little blurb she gives to her clients explaining her philosophy. Thank you, thank you, thank you, Maryle!

Maryle Malloy – On Conscious Leadership in the Workplace

Early in my career, I recognized certain universal principles as powerful tools for self-realization. As I began to apply these principles in my life, I saw an improvement in my relationships with family, friends and co-workers. In 2005, I had the distinct pleasure to study with David Dibble, a successful businessman, corporate leader and teacher. He is the creator of New Agreements Systems-Based Management™. NASBM teaches systems-based improvement to leaders at all levels, and is based upon a unique combination of systems thinking, professional growth, and personal growth.

Systems based management is not new, it is used extensively by top ranking organizations and taught at Harvard and Yale. What is new, is David’s method of combining proven management techniques with personal tools for transformation. I have incorporated this method into my work with several different organizations over the past 6 years, with significant measurable results.

New Agreements Systems-Based Management Model

New Agreements Systems-Based Management addresses four critical areas:

* Top Line: Uniting leadership
* Systems Line: Supporting people to be successful by identifying and resolving key system issues
* People Line: Bringing meaning, energy, and joy to work
* Bottom Line: Creating measurable results.

The New Agreements™ are much more than another laundry list of things to do. They are a comprehensive roadmap to a more evolved way of being for leaders and organizations; thus dramatically changing the experience of work for people in the organization, as well as its customers and suppliers.

Top Line:

Many workplace behaviors are rooted in fear. Fear makes us feel that we need to exert control over ourselves, and others, and control stifles the human spirit. Many times fear and the need to control are the result of poor systems/processes. If this is the pervading culture in your organization, and you desire a change; it is critical to shift the paradigm from fear to support—especially supportive leadership and systems. As a leader, when you love your people, you’ll love your work.

Systems Line:

* 90/10 Rule: 90% of the results being created in the workplace are a function of the systems in which people work, not the efforts of the people.
* 80/20 Rule: 80% of the results are created by 20% of the variables; focus on the critical 20%
* 50/50 Rule: There are two factors in improving any organization, one is transforming systems,the other is transforming people, both are equally important.

People Line:

Serving Others Is True Leadership. The workplace is alive because it is made up of people. New Agreements™ leaders commit to loving, supporting, and serving their people, which equates to; loving, supporting and serving the organization.

Bottom Line:

Identify key metrics (80/20) such as partner satisfaction, revenue and profitability. Measure and record your progress. Course correct as necessary.

Lincoln’s Principles for Conscious Leaders

Lincoln On Leadership – Executive Strategies for Tough Times – by Donald T. Phillips

“Lincoln in his first month of office faced challenges that would make even the most experienced CEO tremble: “Only ten days before Abraham Lincoln took the oath of office in 1861, the Confederate States of America seceded from the Union, taking all Federal agencies, forts, and arsenals within their territory.”

He was a President elected by a minority of the popular vote, despised by many of his own advisers, without military training and with limited financial, managerial and political experience. So how did he save the company….er, the nation?

Lincoln’s Principles for Conscious Leaders

-Sayings in bold are from Lincoln on Leadership by Donald Phillips-

-Explanations in non-bold are by David Dibble and correlate to Conscious Leadership principles-

* You must seek and require access to reliable and up-to-date information. Be DATA driven. Remember Deming, “In God we trust. Everyone else must use data.”

* Coach and counsel a new executive so that he or she may get off on the right foot. Remember, you want him to succeed. New people must be trained. That is a Conscious Leader’s responsibility. Expecting new people to be successful without proper and ongoing training is unfair and a set-up for failure—both for the employee and the leader.

* Use force only as a last resort. Create systems and environments where people have their best chance to be successful. When all else fails, only then take well-thought-out forceful action.

* Everywhere you go, at every conceivable opportunity, reaffirm, reassert, and remind everyone of the basic principles upon which your organization was founded. Share your vision at every opportunity.

* A good laugh is good for both the mental and physical digestion. Remember, life, including work life, is meant to be joyful and fun. Don’t take things too seriously. Laugh often, especially at yourself.

* Always let your subordinates know that the honor will be all theirs if they succeed and the blame will be yours if they fail. As a Conscious Leader, we must take responsibility for setting our people up to be successful. When your people are not performing up to their potential, look first at yourself as the source of under-performance. Have you done the systems work that will set them up to be successful? Is there something in you that is contributing to the problem?

* When you make it to the top, turn and reach down for the person behind you. When you make others better, you make yourself better. To serve is to be served.

* Do the very best you know how—the very best you can—and keep doing so until the end. Always do your best. Persevere. But always check to see what Inner Wisdom may be telling you and course correct within that guidance.

* When the occasion is piled high with difficulty, rise with it. Think anew and act anew. As Einstein says, “We can solve problems with the same thinking that created them.” Avoid “More-Better-Different” approaches to solving difficult problems. Use a systems-based approach and New Agreements Systems Tools to get “out of the box.”

* The probability that your may fall in the struggle ought not to deter you from the support of a cause you believe to be just. Even on a path aligned with life purpose, there will be many bumps in the road. Many times the more good you do the more bumps will come your way—particularly in the beginning of a meaningful journey. Be brave. Keep going. Know that you are on track and that we learn and grow the most when working through difficulty.

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