Leaders grow and develop by learning to master the seven levels of personal consciousness and the seven levels of organisational consciousness.
An authentic, full-spectrum leader must understand and master his or her personal dynamics, as well as the dynamics of the organization, department or team he or she leads. In other words, you have to be able to lead yourself before you can effectively lead others.
The seven levels of leadership consciousness are summarized in the following table and described in detail in the next sectioin of the Web site.(Click on table to enlarge)
In the first three levels of leadership consciousness, we encounter both healthy and unhealthy behaviours. This is because these stages of development reflect the needs of the ego—the self-interest of the individual.
Unhealthy behaviours derive from the anxiety caused by the subconscious and conscious fears of the leader’s ego about not being able to satisfy his or her “deficiency” needs:
These personal issues/behaviours are projected onto the organisation by the leader and become part of the culture. The personality of the leader, the personalities of leadership team and the way these personalities interact are always reflected in the culture of the organization.
Healthy behaviours at the first three levels of consciousness are a sign that a leader has either learned to manage, master or release his or her fear-based beliefs or did not develop such beliefs to any significant extent when they were in their formative years.
The focus on mastering the leader’s fears around their perceived deficiency needs happens at the fourth level of leadership consciousness. At this level of consciousness there is a realization that the unhealthy behaviours of the first three levels of consciousness are a handicap to the future growth and development of the leader. Supported by feedback from their subordinates, peers, and bosses, leaders begin to focus on their personal mastery.
In the upper three levels of leadership consciousness, the leader uncovers his or her transcendent purpose in life, and aligns this purpose with the vision of the organisation. These stages of development reflect the “growth” needs of the soul:
The most successful individuals are those that have mastered both their “deficiency” needs and their “growth” needs. They operate from full-spectrum consciousness. They display the five evolutionary characteristics: They are adaptable—they can respond appropriately to all situations, they are continuously learning, they are able to bond and cooperate with others, and they can handle complexity.
Full Spectrum Consciousness
Full-spectrum leaders display all the positive attributes of the Seven Levels of Leadership Consciousness:
The journey to full-spectrum leadership is not easy – and it is harder for some than others, particularly those who are holding on to conscious or subconscious anxieties about being able to satisfy their deficiency needs. The journey to full-spectrum is a personal journey.
It requires commitment, and the courage to explore the shadow side of your personality, and look deep into your soul. Not everyone has the ability to attain full-spectrum personal consciousness, and even fewer have the competencies to attain full-spectrum leadership. This should not prevent us from trying to become the best we can become.
If we approach this work from the Level 3 consciousness of achievement we will not succeed, because this is not a pass or fail endeavor. It is not about being the top in the class. It is about becoming authentic, fulfilling your potential, and becoming the best for the world, not the best in the world.
The quickest way to become a full-spectrum leader is to constantly seek feedback from your subordinates, peers and your boss. The feedback should always focus on how you can become a better leader. Self-knowledge is the key. We all have our blinds spots. That is why we need feedback.
It is important to remember in seeking feedback not to be defensive. Everyone’s perception is their reality: This is why it is important to evaluate all the feedback you get from an objective standpoint. However, when you continually get the same feedback you can be sure that this issue is something that needs your attention.