The consciousness of the leader affects the team
A film goer sits down in the local cinema to watch an old movie: The beauty of the film was being horribly distorted due to the black scratches and spots which flashed across the screen. After about half an hour the film goer abruptly got up; taking a handkerchief out, walked up to the screen and rubbed furiously at the black spots. Of course nothing was at all changed. The spots on the screen weren’t the problem. The spots on the projector were the real problem. And so it is for us in this world and in businesses across the world, we spend the majority of our time rubbing the screen and then we wonder why nothing changes.
Quantum science is showing us that our level of consciousness actually affects our reality. In short this means our level of consciousness can actually change our physical world. If you believe this is true, then what must become abundantly clear is that how you view your world is vitally important because your level of consciousness is causal. There is no better demonstration of this when leading teams. The role of the leader or manager is absolutely vital, and their level of consciousness, attitude, expectations and beliefs about their team, cannot help but be realised.
Mental agility, attitude and emotional intelligence are acutely important. Expressing your negative emotions and feeling negative about or judging your team or members of your team is going to negatively impact them. As your level of consciousness grows as a leader, then you understand you can affect the energy of the team in a substantial and positive way.
Building your team is never easy; transforming your team is more so, but it can be done. One of the common ideas is that when embarking on transformation, resistance to change will be experienced. However, a thought provoking article by Eric B Dent and Susan Galloway Goldberg, of the George Washington University, challenges the belief in resistance to change. In effect, like quantum science is showing, the belief in resistance to change is a mental construct, and if adopted by the one responsible for the change, then it will so be experienced.
The Centre for Creative Leadership, in its research paper entitled Transforming Your Organisation state in no uncertain terms the responsibility of the leader to effect the transformation, not by rubbing the spots on the screen as we have been used to, but by cleaning the projector, change within the leader is at the heart of the transformation. Their findings show:
- Bigger minds are needed to keep pace with rapidly changing reality
- Change requires new mind-sets, not just new skills.
- Hidden assumptions and beliefs must be unearthed.
- Organizational change requires leaders to change.
- It takes a new kind of hard work. Stop calling them “soft” skills.
Learning a new mind set can be difficult, because frankly, we don’t know what we don’t know. To read the full article by Christina Lattimer click here
At Cormis Partnership, we specialise in the development of skills and capabilities of individuals and teams in the pharmaceutical industry. Get in touch with us on +44 (0)1932 903 060 to see how we can help transform your sales team through our training workshops.
Attribution: This post was written by [Christina Lattimer]. The original source content and full article can be found here: [http://peopledevelopmentmagazine.com/2015/09/07/emotionally-intelligent-practices/#utm_sguid=144546,31d1cce4-6fac-3c46-28cd-a6ab6ab3f8c4]