The Soul of Leadership - wingsbook.com

1 1 The Soul of LeadershipDeepak Deepak Chopra234 Consciousness Creates RealityCo-create and reflect each other, interdependently co-arise, are a tangled hierarchy. They are synchronistically arising emergent properties that co-emerge depending on the level of vibration of individual and collective Soul of Leadership Maximize your potential Maximize the potential of those you lead Maximize the potential of those you serve Maximize the potential of the world 6 The symbolic Soul of a group who acts as a catalyst for change and transformationhThe group may be a family, business, political party, community, nation, civilization, or any other organization7 The living, dynamic, evolving system in consciousnesshComprised of meanings, contexts, relationships.

2 And archetypal themeshShaped by memory and experiencehPropelled by desire8 States of consciousnessand their corresponding mind-body expressions determine the response toevery of ConsciousnessDetermined by:hSelf-conception (Frame of Reference)hBeliefs, Values, MemorieshMeanings, Contexts, RelationshipshArchetypal themes of a culture10 Responses Shared byLeaders and FollowersOne or more of these responses predominates in every situation and must be known by the leader: 1. Fight/Flight2. Ego3. Inner Direction4. Knowingness/Intuition5. Creative6. Visionary/Higher Guidance7. Unity11 VisionaryHigher Guidance ResponsehVisionaryhArchetypal/MythicalhA bsence of selfish motivationhRepresents the highest aspirations of the collective soul and the collective spiritual inheritancehShift in cognitive and perceptual mechanismshAbility to see several event lines in the future based on choices in the present12 MythhA Story that is Primordial and sparks the collective imagination, the collective yearning, and the collective has a resonant plot, a simple story.

3 And compelling have Eternal ThemeshSacred and ProfanehDivine and DiabolicalhSaint and SinnerhUnconditional LovehForbidden LusthTriumph and TragedyhSuffering and RedemptionhLife Instinct and Death InstincthWanderlusthMystery, Magic, Adventure, and Heroism14 MythshGive meaning to a cultural mind an idealist vision to aspire as a bridge from what is to what could collective anxieties, collective desires, collective powerful encapsulated or embedded in seed People:Martin Luther King, Jr. Princess DianaNelson MandelaDalai LamaMahatma GandhiSports HeroesMarilyn MonroeEntertainment FiguresPolitical Leaders, A Brand: that provides products and and mythologize a rebel on an intimate and credible relationship with a rebel culture[Douglas B.]

4 Holt]18 Brands Develop An Intimate and Credible Relationship with Rebel CultureHarley Davidson Outlaw BikersVolkswagen Bohemian ArtistsApple Cyber PunksAbsolute High LivingNike African American Urban Heroes[Douglas B. Holt]19 Brands Develop An Intimate and Credible Relationship with Rebel CultureMTV Rebel s Voice/ Hip/CoolMicrosoft Cutting Edge/Risk taking/DominatingStarbucks Yuppie IntellectualsMarlboro Lone Ranger/Cowboy PioneerChopra Center Healing/Nurturing/ Transforming20 Myths and Icons Create Ritual Action [Anthropology]hPeople buy a product or engage in action to consume the and Societies Engage in Action to Consume MythshSuicide BombershServing the downtrodden with missionary zealhMarching for peace in times of warhSparking revolutions and movements.

5 Ecology, feminism, racial equality, peace, social justice, t mimic popular culture, they lead with a rebel s charismatic visions of the world to make sense of confusing societal myths that repair the culture when it is particularly need of and target contradictions that fuel anxieties, desires, and alternate ideals.[Douglas B. Holt]23 VisionarieshUnderstand the role of critical mass of as there is a risinghierarchy of responsesbuilt into us,there is a rising hierarchy of of NeedshSurvival/SafetyhAchievement/Succes shBelonginghSelf-worthhExpression/Renewa lhSpiritual Growth/VisionhTranscendence26 Leaders and FollowershCo-create each other; they form an invisible spiritual bond (tangled hierarchy)hLeaders exist to embody the values that Followers wanthFollowers exist to fuel the Leaders vision from inside themselves27 LeadershLeaders who understand the hierarchy of needs and responses will succeedhLeaders who aim only for external goals (money, victory, power) will falter where it counts the most, fulfilling the lives of their Followers and their own lives28 Tangled Hierarchy of LeadershipTypes of Leaders.

6 HProtectorhEntrepreneur/PoliticianhTeam BuilderhNurturerhInnovatorhVisionaryhSai nt29 Need/ResponseLeadersFailure(Unfulfilled Needs /Inappropriate Responses) (Fight/Flight)CastroTitoKhaddafiHusseinM ilosevicCeucescuRobber Barons and CarpetbaggersTerrorist MovementsTyrannical RegimesCorrupt Police and Intelligence AgenciesGangsOrganized Crime30 Need/ResponseLeadersFailure(Unfulfilled Needs /Inappropriate Responses)2. Achievement (Ego)Bill GatesRupert MurdochAndrew CarnegieMargaret ThatcherGolda MeirBenazir BhuttoIndira GandhiMedia Moguls (Barry Diller, Louis B. Meyer, David Geffen)Muhammad AliHoward HughesOverreaching/Overextended CorporationsBurnt out CelebritiesVictims of Empty FameLegacies of Corrupt Asian/African Politicians31 Need/ResponseLeadersFailure(Unfulfilled Needs /Inappropriate Responses)3.

7 (Inner Awareness)FDRC hurchillNehruKofi AnnanJack WelchSam WaltonRudolfo GiulianiMagic JohnsonPhil JacksonBobby OrrJoe NamathHarry TrumanUnscrupulous LBO sHostile TakeoversDivide & Conquer Strategies32 Need/ResponseLeadersFailure(Unfulfilled Needs /Inappropriate Responses)4. Worth (Intuitive)Florence NightingaleBetty FordEleanor RooseveltMikhail GorbachevOscar AriasAbraham LincolnWelfare SystemSocial SecurityVaticanUnited NationsRacial/Gender QuotasAffirmative Action33 Need/ResponseLeadersFailure(Unfulfilled Needs /Inappropriate Responses) (Renewal)Albert EinsteinLouis PasteurWalt DisneyGeorge EastmanThomas EdisonNuclear WeaponsBiological WarfareInternet DebacleInformation HackingInformation WarsInformation Sabotage34 Need/ResponseLeadersFailure(Unfulfilled Needs /Inappropriate Responses)6.

8 (Higher Guidance/Visionary)Mother TeresaMartin Luther KingMahatma GandhiNelson MandelaDalai LamaUtopian IdealismReligious FundamentalismCommunismUnionization35 Need/ResponseLeadersFailure(Unfulfilled Needs /Inappropriate Responses)7. Transcendence (Sacred)ChristBuddhaMessengers of Universal Love36 Good to Great LeadersCopyright Jim Collins, Author of Good to Great Results from TransitionPoint to 15 Years beyondT Year toCompanyTransition Point*T Year + times the market1974-1989 Circuit times the market1982-1997 Fannie times the times the times the times the times the market1975-1990 Philip times the market1964-1979 Pitney times the times the market1975-1990 Wells times the market1983-1998*Ratio of cumulative stock returns relative to the general stock to Great LeadersCopyright Jim Collins.

9 Author of Good to Great Good-to-Great CompaniesDirect ComparisonsAbbottUpjohnCircuit CitySiloFannie MaeGreat WesternGilletteWarner-LambertKimberly-Cl arkScott PaperKrogerA&PNucorBethlehem SteelPhillip ReynoldsPitney BowesAddressographWalgreensEckerdWells FargoBank of AmericaUnsustained ComparisonsBurroughsChryslerHarrisHasbro RubbermaidTeledyne38 Good to Great LeadersCopyright Jim Collins, Author of Good to Great Some of the most remarkable CEOs of the CenturyGeorge CainAbbott LaboratoriesAlan WurtzelCircuit CityDavid MaxwellFannie MaeColman MocklerGilletteDarwin SmithKimberly-ClarkJim HerringRed HerringLyle EveringhamKrogerJoe CullmanPhilip MorrisFred AllenPitney BowesCork WalgreenWalgreenCarl ReichardtWells Fargo39 Good to Great LeadersJim Collins, Author of Good to Great hLack of Personal Ego(Self Effacing, modest, understated, did not talk about themselves.)

10 40 Good to Great LeadersJim Collins, Author of Good to Great for the company, not for to Great LeadersJim Collins, Author of Good to Great 3. Right people on the bus in the right seat. Great team people = Character (Inner Values) more important than educational background, practical skills, specialized knowledge or work to Great LeadersJim Collins, Author of Good to Great able to confront brutal facts of their current reality. Were responsive to to Great LeadersJim Collins, Author of Good to Great unwavering faith in themselves. (Were self-referred)44 Good to Great LeadersJim Collins, Author of Good to Great aware of their are we the best at?