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March,
2009 Welcome
to Leadership Hand™, a monthly e-newsletter 1. Evolving Yourself As a Leader In Leadership: Defining Moments (March 2005), I write about the power of defining leadership, which creates a vision for yourself and a performance benchmark:
Recently I was reading Evolve Your Brain by Dr. Joe Dispenza, who appeared in "What the Bleep Do We Know!?", a thought-provoking movie featuring quantum physicists and a few New Age teachers. In Evolve Your Brain, Dispenza, drawing on medical research, describes the plasticity of our brains and our ability to actually grow our mind. It is the habits of our body/mind--the thoughts and the chemical baths these create in us--that keep us in limiting patterns and feelings (see Dr. Candace Pert's Molecules of Emotion: The Scientific Basis Behind Mind-Body Medicine [Scribner, 1997]), and keep us from thinking "outside the box" or "growing our box." In his book, Dispenza describes the functions of our brain's frontal lobes and how we can harness their extraordinary functions to break these self-limiting patterns. In one of the later chapters, Dispenza describes how we can build a model of who we want to become or an attribute we want to live more fully. He then guides us in the use of daily contemplation to engage our frontal lobes and turn that mental model into reality. But before all this--before defining leadership, before developing a model of who and how we want to be as leaders, before engaging in his recommended practice--there is a critical step. Dispenza mentions it and I want to emphasize it as it applies to evolving ourselves as leaders. That step is assessing the "As Is" state by posing powerful self-reflective questions framed in curiosity. This serves the same purpose as any corporate or organizational business process improvement initiative that has a desired outcome of improved efficiency and quality. These questions are designed to reveal the inherent structure of the habits of thinking, behaviors, and environment that sustain and maintain your personal status quo. In effect, these are your strategies for getting the results you are currently getting--for who you are and where you are now. Take any area of your life or any aspect of yourself that you would like to change, and subject it to rigorous inquiry to elicit useful data:
The next step, whether you take it within a day or weeks, is to develop the "To Be" model. Be sure to consider the data from assessing your current state as informative but not predictive for building your model.
For further reference, be sure to read Springing Forth: What Do I Want? (February, 2006); Creativity: Disney Had It Right (November, 2004); and Stumbling Block to Stepping Stone (July, 2005, and August, 2005). My next step is to go to a serene place--a secluded mountain cabin by a stream--to answer these questions as they relate to leading my life. How about you? Beth Hand © Copyright 2009, Beth Hand. Beth Hand, MBA helps leaders and organizations increase their effectiveness and satisfaction, now and for the future. She can be reached at (+1) 703.820.8018 or via her website www.leadershiphand.com. 2. Reprint Permission This is a copyrighted publication. You are welcome to reprint an issue on a non-exclusive basis provided you:
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