In the changing face of business with mixed cultures, mass communication and social networks, will your current leadership skills be enough to still be effective? Or, do we need to evolve, transform our perceptions of leadership to regain the value and effectiveness of our people?
The quest starts with new psychology-based leadership strategies and the rise of a new approach to influencing people and organisational culture.
Environmental Leadership is not about changing the mindset of the group or individual, but in the cultivation of an environment that brings out the best and inspires the individuals in that group, a seven key psychological influences - two personal awareness and five pillars of transformation - to cultivate a group and culture that effectively supports the greater abilities and fulfillment of the members of that workforce or team.
TWO KEYS OF PERSONAL AWARENESS
The first step is to realise that as a leader, every action you take, every decision you make, no matter how small, will affect the group, regardless positively or negatively. Equally, when any individual in a group reacts, it will affect you and each member of that group.
The first personal awareness is to concentrate on growth and results, do not blame others. We will consciously or subconsciously cause other to make mistake to support our ego, which leads to blame and directs the group away from growth.
The second key is to create opportunities to make others successful and positively acknowledge their specific actions that lead to that success.
BUILDING THE FIVE PILLARS OF TRANSFORMATION
The five pillars are the cornerstones of a leader's ability to modify group dynamics, to nurture an environment that inspires and brings out the best in others. And, it is the process of constructing the five pillars themselves that facilitates the leader, and his team, the ability to embrace the two keys of personal awareness.
PILLAR #1; YOU MUST HAVE A GREATER PURPOSE
The learn must have a purpose that is greater or more noble than the personal goals of each individual.Yet realisation of this greater purpose would be equally fulfilling ti the individual.
Consider the human condition, what is it that we all want and yet struggle with multiple people and systems, and additional internal and external influences, to complete a task with satisfaction is seldom achieved. Thus, we get frustrated with our environment, intermittent failures and setbacks from our success.
We know that change must happen, frequently we point to others and say they must change. The role of an Environment Leader is to inspire the group to willingly make the change and take action to achieve the promise of a greater working environment and a greater self.
PILLAR #2; YOU MUST HAVE A METHODOLOGY YOU BELIEVE IN THAT CAN
MAKE A CHANGE
The team must believe that they as a group can make it happen. They must believe that there is a way, through a common wisdom in the group, that they can be powerful enough to change organisational culture to a more fulfilling environment for the betterment of their own lives. But to believe this, the people must have a psychological methodology that can effectively make change happen. If change for the
better seems like an impossible dream, few will take the effort.
There are many methodologies such as Peter Seng's Learning Organisation or Stephen Covey's 7 Habits that help to build a better leadership and growth environment. Environmental Leadership is a methodology that can make change happen, affects the environment to give everyone a greater sense of fulfillment and growth in their work known as Directive Communication.
Directive Communication a personal and organisational awareness programme that provides the methodology to unite individuals with a greater understanding of how and why their work environment is the way that is while opening the door to the real possibility of change.
Each person is genetically different in how they perceive the world, and therefore, would take approaches and decisions differently. By identifying the fundamental patterns in the way our brain genetically processes the world around us, we overcome misunderstanding, conflict, and wastage of individual and group potential. Awareness of these "Brain Communication" processes gives us more means to maximise our capacity to act intelligently, to turbo charge our natural gifts for greater competence across many disciplines. We are then able to understand others at a deeper level and unleash greater potential for relationships at work and at home, and for greater harmony and cooperation with our environment and our teams.Through the process, change begins to .become apparent and perpetuates the cultivation of the desired environment.
PILLAR #3 YOU MUST SPEAK A COMMON LANGUAGE
The methodology carries with it a specific language. The language reinforces the learning and the higher purpose. It enables greater communication with fewer words. It allows emotions to be expressed without being expressive. It sets a foundation to understand and explain awareness, change, and a higher level of living in a concise and effective way.
The Leader reinforces the use of the language in the group and sets the example of applying communication that supports the greater cause.
PILLAR #4 YOU MUST HAVE A UNIFIED IDENTITY
There is already a greater purpose that the group wants, a methodology everyone is applying (or at least is aware of ) to achieve that greater purpose, and a common language that the team is speaking to reinforce that methodology, so a common identity already exists.
The role of the Environment Leader is to solidity that identity, to facilitate the group or team to associate themselves with that identity and everything it represents - to distinguish those who are a part of the greater purpose and give them a group vision.
PILLAR# 5; YOU MUST MAINTAIN AN INTERNAL SUPPORTIVE
ENVIRONMENT
As a team with its unique identity that shares and applies a methodology for the development and benefit of each other, a supportive environment will emerge as a by - product of the process. And when it is led by an Environment Leader who focuses on the continuous progress and perpetuation of that environment, the ultimate success culture emerges.
The role of the Environment Leader becomes to nurture and develop environmental leaders within the teams and the organisation. At this stage, the environment created will fulfill much of the constantly expanding emotional gratifications of security, diversity, belonging, personal growth, significance and achievement. This environment will compete and surpass the allure of the modern world. Yet it cannot be developed without the right leadership, And, an environmental leader must no longer be as essential as when he started.
The first personal awareness is to concentrate on growth and results, do not blame others. We will consciously or subconsciously cause other to make mistake to support our ego, which leads to blame and directs the group away from growth.
The second key is to create opportunities to make others successful and positively acknowledge their specific actions that lead to that success.
BUILDING THE FIVE PILLARS OF TRANSFORMATION
The five pillars are the cornerstones of a leader's ability to modify group dynamics, to nurture an environment that inspires and brings out the best in others. And, it is the process of constructing the five pillars themselves that facilitates the leader, and his team, the ability to embrace the two keys of personal awareness.
PILLAR #1; YOU MUST HAVE A GREATER PURPOSE
The learn must have a purpose that is greater or more noble than the personal goals of each individual.Yet realisation of this greater purpose would be equally fulfilling ti the individual.
Consider the human condition, what is it that we all want and yet struggle with multiple people and systems, and additional internal and external influences, to complete a task with satisfaction is seldom achieved. Thus, we get frustrated with our environment, intermittent failures and setbacks from our success.
We know that change must happen, frequently we point to others and say they must change. The role of an Environment Leader is to inspire the group to willingly make the change and take action to achieve the promise of a greater working environment and a greater self.
PILLAR #2; YOU MUST HAVE A METHODOLOGY YOU BELIEVE IN THAT CAN
MAKE A CHANGE
The team must believe that they as a group can make it happen. They must believe that there is a way, through a common wisdom in the group, that they can be powerful enough to change organisational culture to a more fulfilling environment for the betterment of their own lives. But to believe this, the people must have a psychological methodology that can effectively make change happen. If change for the
better seems like an impossible dream, few will take the effort.
There are many methodologies such as Peter Seng's Learning Organisation or Stephen Covey's 7 Habits that help to build a better leadership and growth environment. Environmental Leadership is a methodology that can make change happen, affects the environment to give everyone a greater sense of fulfillment and growth in their work known as Directive Communication.
Directive Communication a personal and organisational awareness programme that provides the methodology to unite individuals with a greater understanding of how and why their work environment is the way that is while opening the door to the real possibility of change.
Each person is genetically different in how they perceive the world, and therefore, would take approaches and decisions differently. By identifying the fundamental patterns in the way our brain genetically processes the world around us, we overcome misunderstanding, conflict, and wastage of individual and group potential. Awareness of these "Brain Communication" processes gives us more means to maximise our capacity to act intelligently, to turbo charge our natural gifts for greater competence across many disciplines. We are then able to understand others at a deeper level and unleash greater potential for relationships at work and at home, and for greater harmony and cooperation with our environment and our teams.Through the process, change begins to .become apparent and perpetuates the cultivation of the desired environment.
PILLAR #3 YOU MUST SPEAK A COMMON LANGUAGE
The methodology carries with it a specific language. The language reinforces the learning and the higher purpose. It enables greater communication with fewer words. It allows emotions to be expressed without being expressive. It sets a foundation to understand and explain awareness, change, and a higher level of living in a concise and effective way.
The Leader reinforces the use of the language in the group and sets the example of applying communication that supports the greater cause.
PILLAR #4 YOU MUST HAVE A UNIFIED IDENTITY
There is already a greater purpose that the group wants, a methodology everyone is applying (or at least is aware of ) to achieve that greater purpose, and a common language that the team is speaking to reinforce that methodology, so a common identity already exists.
The role of the Environment Leader is to solidity that identity, to facilitate the group or team to associate themselves with that identity and everything it represents - to distinguish those who are a part of the greater purpose and give them a group vision.
PILLAR# 5; YOU MUST MAINTAIN AN INTERNAL SUPPORTIVE
ENVIRONMENT
As a team with its unique identity that shares and applies a methodology for the development and benefit of each other, a supportive environment will emerge as a by - product of the process. And when it is led by an Environment Leader who focuses on the continuous progress and perpetuation of that environment, the ultimate success culture emerges.
The role of the Environment Leader becomes to nurture and develop environmental leaders within the teams and the organisation. At this stage, the environment created will fulfill much of the constantly expanding emotional gratifications of security, diversity, belonging, personal growth, significance and achievement. This environment will compete and surpass the allure of the modern world. Yet it cannot be developed without the right leadership, And, an environmental leader must no longer be as essential as when he started.
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