When Leading Beyond the Ego crossed my desk, I couldn’t wait to see the author’s take on the subject. The lead author, John Knights, is the Chairman of LeaderShape Global and the book is the result of twenty years of research and experience supporting leaders in their personal and professional development. It builds on the importance of emotional intelligence as a foundation to demonstrate how the best leaders in the 21stcentury will lead beyond their ego and bring their values and purpose to full consciousness.
I recently spoke with John about his leadership researching and findings.
Become a Transpersonal Leader
For those who haven’t read your new book, tell us what is “Transpersonal Leadership”?
Transpersonal Leadership is an ongoing journey that embraces life-long development to become increasingly emotionally and spiritually intelligent. The transpersonal leader is robust and radical yet caring, authentic and ethical, seeking sustainable and continued performance enhancement for the organization they are involved in leading. Further a transpersonal leader can be at any level in an organization. And finally, they operate beyond their ego by bringing their values and decision-making processes to full-consciousness.
What is the value of neuroscience and how does it relate to leadership?
As we are seeing in the 21st century, neuroscience research helps us to understand how our brain works and how we can learn to rewire our own brains to behave differently. This is particularly important for leaders as, every time we allow our emotions to hijack us or to cause our true values to be ignored, we make mistakes which are amplified because these can impact many other people. We are born with brains that are fundamentally the same as in the stone-age, designed to focus on survival. Our brains are then rewired through our lives depending on our circumstances and experiences, basically serendipitously. As leaders we can learn to rewire our brains, not to change our personality but to manage it more effectively. We can become more aware, learn to manage our emotions more effectively, become more fully-conscious of our values, and learn to improve our judgement and decision-making – all by understanding how our brain works and proactively working on our behaviors through practice.
Copyright LeaderShapeGlobal. Used by Permission.
Increase Your Self-Awareness
Building rapport with yourself is not often mentioned as a skill important to leadership, but it should be at the top of the list.
Christine Comaford is a serial entrepreneur who has built and sold five companies. She’s a columnist for Forbes, the bestselling author of SmartTribes and Rules for Renegades, and a leadership coach. Her latest book, Power Your Tribe: Create Resilient Teams in Turbulent Times shows you how to bring a tribe together to tackle challenges.
Know Who You Are
Why is it important to increase rapport with yourself?
Knowing who we are, what makes us tick, what triggers us is essential in order to lead effectively. To do this we must become more emotionally intelligent. There are two aspects of emotional intelligence: 1) Personal Competence: where we understand what we’re feeling and how to regulate/navigate our emotions and 2) Social Competence: where we discern what others may be feeling and how to navigate their feelings. Personal Competence is a precursor to Social Competence. The greater the rapport we have with ourselves, the more we understand our feelings and can navigate them, the more we can respond to what is happening outside of us versus compulsively reacting. The greater the rapport we have with ourselves, the more curious and compassionate we can become with others and their, at times, challenging behaviors.
Maxine Harris and her partner Helen Bergman started a business and grew it to $35 million through trial and error and constant change. In her new book, Lessons for Non-Profit and Start-Up Leaders: Tales from a Reluctant CEO, Maxine shares lessons that can benefit all of us starting something new. She shares how they overcame obstacle after obstacle to succeed. I recently spoke with her about the lessons she shares in her new book.
When should a start-up start thinking about culture?
Culture is not really something that you think about when you first start a business. You might say, we want to be casual or formal, or we want to maintain an air of professionalism, but short of being doctrinaire, you can’t really control what organizational culture will become. More than anything, culture evolves from the personalities of the founders. I happen to be very chatty and like to ask a lot of questions. Some employees see that as friendly; others see it as intrusive. When I push people to “think smart” and try to do things in better and more creative ways, some people see me as demanding and judgmental, others feel that I am encouraging and stimulating. In both cases, it is the employee who identifies culture based on how they interpret what is going on.
Culture is one of those things that exists in the eye of the beholder. An employee, an outside consultant or a business colleague takes a step back and sees the unspoken rules and nuances of the organization. Sometimes people are only aware of the organizational culture when they are asked what they like or don’t like about their jobs. When we asked people who were joining the organization what they were looking for in their selection of a job, we got a glimpse into the kind of culture in which they would feel most comfortable. And while many said they were looking for an environment in which their opinions were valued and respected, others wanted a cultural milieu in which the boss would tell them what to do and they would have clear guidelines for performance.
Over the years, as Community Connections grew in size and diversified in its programs, culture changed. You could feel the difference. A business with three employees can’t help but be informal and casual. But as we grew and increased our size to over 400 employees, it became impossible not to have some hierarchical structure. You can remember the names of three people, but when the size gets big, and leaders are rushing from one meeting to the next, it’s hard to be as friendly as you’d like to be.
You wrote fairy tales for each chapter. That’s unusual in a business book. Why did you decide to do that?
Introducing the New World of Work
Work is changing.
Technology continues to change everything, and work is no exception. In just a few years, we have seen companies emerge from Uber to Instacart. New digital platforms are emerging that explore different business models.
Marion McGovern founded M Squared Consulting and Collabrus. Her new book Thriving in the Gig Economy: How to Capitalize and Compete in the New World of Work, is a thoughtful exploration of the new world of work. Whether you’re looking to make some extra money or you’re in management, you will want to familiarize yourself with these trends.
Gig and the New Economy
What is the Gig Economy?
Before I answer that question, let’s clarify the meaning of the word “gig.” The term was first used with jazz musicians in the 1920s, where they would book one club for a week and another for a few days in a different club across town. A gig referred to work that could vary in duration and was for a variety of employers. So gigs have been around for a long time. I started my company, M Squared Consulting, in 1988 to match independent consultants with projects. It was a gig economy company long before the term had even been coined. The “Gig Economy” refers to the people who work independently for a variety of entities as well as the companies that enable that work, both the new digital talent platforms, as well as traditional intermediaries and staffing companies. Additionally, you could include the vast eco system that has sprung up to support this work, including co-working space, productivity apps, collaboration tools, and financial service products targeted at the independent workforce.
A few years ago, you received two calls that got your attention in a new way. How did that alter your thinking?
Actually there were three random and unrelated calls from venture capitalists and private equity guys who wanted to talk to me about digital talent platforms. One idea was for a platform for professional moms who wanted to work flexibly after the kids were older. Another was to build a pool of on-demand oil field services workers in Western Africa, and the third was to create a product to hire recent college graduates into entry level management positions in a way that would require no human intervention. All of the players were technologists who had never run a service business, let alone a people-intensive one. Much of the magic was to be in the algorithms which would match talent and opportunity seamlessly and quickly. Many of the fairly basic questions I asked—like who would hire the moms? Would they be employees or contractors? And how would the platform make money?—had not yet been answered. I was struck by the disconnect of talent being the most important thing to the success of an organization, but nonetheless the goal was to eliminate humans in the process of securing that talent. It inspired me to take a much deeper dive into the burgeoning world of digital talent platforms.
How is the Gig Economy growing?
Leaders will always say that the most important part of their company is their people. People-first philosophies abound. Don’t believe it? Look at the plaque on the wall extolling the value of people.
But often the saying on the wall is not reality on the floor. It’s far too common to see people judged strictly on today’s achievements and not by their integrity and compassion for others.
Anthony Tjan’s new book, Good People: The Only Leadership Decision That Really Matters, is about defining goodness as a skill that can be learned and mastered, about the culture that’s created when we focus on people in a completely different way. I recently spoke to him about his philosophy. Anthony is an entrepreneur, strategic advisor, and venture investor.
Understand True Goodness
The “Good People Mantra” is a powerful and simple summation of your philosophy. Would you share it with us?
Of course. The Good People Mantra is about five principles and commitments that define what true goodness really means. Think of this as a sort of Hippocratic Oath for leaders to follow. It begins with always being people-first. Make your decisions with this filter in terms of how will the outcome affect my people? Second, recognize that goodness is really defined in terms of how you can make others feel and become the fullest version of who they are. When you are in their presence do you do that? Or when you are in the presence of someone else do you feel that? Third, goodness is something much bigger than competency – it requires character and values. Fourth, goodness requires one to be balanced against the tensions and realities that fight against it. We need to be self-aware of these tensions and ask the right questions to make us better at finding balance. Fifth, do goodness not only when you are morally tested or trying to avoid being bad but, rather, do goodness whenever you are in a position to do so. Real goodness comes from those who practice being good whenever the situation allows. And recognizing that this is a life-long pursuit and intention.