On Leadership and Healing: Striving for Wellness

Healing Hands

We often speak about service and leadership and even servant leadership, but the original word to serve in Greek, the language of the New Testament, was the word “therapy,” that expressed the idea of leading, serving, taking care of, and healing.

 In the New Testament, leadership had two components or facets: teaching and healing. If teaching was the content vision, it was authenticated in healing.

Leadership That Serves and Saves

But, to heal in Greek means to protect from harm, to benefit, to preserve inner integrity, to rescue from harm; these are all aspects of leadership that serves and saves. Leading and healing are two aspects of the same reality that focuses on integrated, holistic approaches to people and their organizations.

Leadership that heals restores harmony within individuals, between people, and within structures, and frees people from unhealthy living.

Health and wholeness are basic, primary values for all human beings, and people see sickness and dysfunctional responses as undesirable obstacles to happiness and fulfillment in life. When health and wholeness are absent people seek explanations and remedies, and when these are not forthcoming they suspect that there are forces beyond themselves, working against them.

Whatever the explanation of sickness, people long for healing. A leader of hope who is attentive to organizational dysfunctioning should feel called to heal. He or she must be sensitive to others’ needs, be a voice for the voiceless, and stress that successful organizations require holistic living.

A leader of hope who wants to have a healing effect on an organization must listen to workers’ stories and anger, call them to community health and wellness, and teach how wellness, leisure, health, personal or organizational growth, and business effectiveness are closely related to each other.

Striving For Wellness

In dealing with others and organizations, leaders strive for wellness, a concept that means the best one can be at any given time. Individuals and organizations come with the baggage of their history, and a good leader cannot expect from followers immediate exemplary responses to his or her challenges.

The first stage in healing is to stop negative influences, the slow erosion of values, and the corrupt influences of power.

Then, healing also includes efforts to end destructive practices such as confrontational positions, neglect of workers, coercion of followers, harassment, paying for support, outright fraud, controlling management teams with salaries or threats regarding job security, dividing to conquer, and using people rather than collaborating with them.

A leader who heals confronts any crisis of quality, changes in standards, neglect of traditional values, and does so because he or she recognizes we are all capable of evil, we often know our flaws and do nothing about them, we live with false values or reduced ideals, and we need illumination and healing.

Managing Wellness

Wellness is more than the absence of dysfunctions in individuals and organizations. It is a holistic concept that includes physical, social, and spiritual components. People can work at wellness through self-motivation and healthy practices.

Components of wellness include a positive outlook on life, basic personal and organizational skills, a sense of purpose, respect and love for each other, being in tune with one’s environment, and having a plan for balanced living.

Like other aspects of organizational life, a leader can manage wellness.

A leader who heals gives special attention to emotions, whether job or people related, identifying causes and potential reactions, and making sure he or she channels positive emotions and controls negative ones. Among the former are acceptance, joy, trust, surprise, satisfaction, and among the latter are fear, anger, hatred, rage, pride, jealousy, sadness, and loss. Each of these has many manifestations.

For example, people can have fear of failure, of embarrassment, of disappointing others, of resentment of leaders, of lack of respect, and of losing self-confidence.

  • Leadership is almost impossible for those who lack the ability to react to these emotions.
  • Leaders of hope partner with followers, understand their emotions, and raise them up to their potential.
  • They have faith in their followers, see they attain their own hopes and contribute to the organization’s, and love them enough to seek what is best for them.

A Leader of Hope

A leader of hope constantly asks what individuals and the organization would be like if all were functioning well. The organization’s product or service, its workers, management, and structure should all perform well. This does not mean there are not irritants in the group who do not think or act the way others do.

They, too, receive healing acceptance and affirmation, for the group needs energy that comes from differences.

Wellness within an organization will include trust, ethics, protection within the working environment, truth-telling, financial integrity, mutual respect, mutual pride, patience with each other, and a sense of responsibility for each other and for the organization. A spiritual leader can achieve much when he or she concentrates on on healing when dealing with others and organizations.

So, how are you doing at leading hope, fostering wellness, and insuring healing with the people in your organization? What can you do to strengthen your “empathy muscles” so that you can be that healing leader that keeps your organization healthy? I would love to hear your thoughts!

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——————–
Dr. Leonard Doohand

Dr. Leonard Doohan  is an Author and Workshop Presenter
He focuses on issues of spiritual leadership
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3 Ways Leaders Can Pioneer Effective Change Management

Effective Change

There are two types of leaders: Those who lead from the back, and those who lead from the front.

You can tell these two types of leaders apart when market changes happen and shake their business’s foundations to the core.

Different Types of Leaders

While the leaders who dictate from the back sit in their offices pulling their hair out and cursing under their breath, the leaders in front are those who are completely involved, confronting issues as they surface.

More than anything, front-end leaders have their whole team behind them, while the cowering leaders’ teams are abandoning ship.

In the fast-paced business world, it’s not a matter of if, but when, change will come to your business. If you can derive positive outcomes out of uncertain or volatile situations, you’ll come out on top. The key is staying laser-focused on industry trends.

Contextual Knowledge Is Key to a Sustainable Business

No matter what industry you’re in, reading the market is paramount to your success. Being unaware of your surroundings will severely jeopardize your leadership position and the health of your company.

Remember Pets.com? It was a great idea, but it failed because it tried to grow too fast. Rather than taking the market’s temperature and developing a product accordingly, the company created its product in a vacuum and tasked its marketers with finding a market.

Effective Change Management

Effective change management requires heavy listening, inclusiveness, emotional intelligence, and a common purpose. Understanding the context and being able to read the winds, the currents, and the tides are musts for piloting a sailboat.

Simply cleaning the sails is not enough. But the benefits are invaluable.

Not only will your business remain dynamic in a competitive marketplace, but it will also attract new customers and preserve current relationships.

Nike is a great example of a company that used market knowledge to develop a successful product. In 2006, the iPod was massively popular, and Nike wanted in. It teamed up with Apple to launch Nike+, a digital sports kit that included a shoe sensor and a wireless receiver for users’ iPods. Since then, Nike has sold more than 2.5 million kits.

3 Keys to Effective Change

Use Trends to Bring About the Change Your Business Needs

If you want to create effective change management, you have to harness business trends. Here are three ways smart, effective leaders can do that:

1. Get Involved in Your Industry and Spark Ideas

There’s a good chance your industry has a vocational organization behind it, whether you’re a union pipe fitter or an artisan cheesemonger. The people in these groups are the key to your success, and the networks and friendships you gain through them are priceless. Associations work hard to keep members aware of industry-wide changes, so take advantage of their expertise.

Make a point to engage with colleagues, partners, and clients about trends in their businesses.

These conversations are sure to spark ideas in the minds of prospective clients and employees. Human beings respond to calls to action that engage their hearts as well as their minds, making them feel as if they’re a part of something consequential.

2. Monitor Everything About Your Business

If you’re not keeping a close eye on your business with tools like financial projections and business dashboards, you’re missing out. Tracking trends helps you predict potential problems and opportunities.

Don’t just think about statistics in your own business, either. Government agencies compile mountains of statistics that can help you pinpoint trends among demographic groups, regions, industries, and more.

Your change — or lack thereof — is important to your employees, too. They need to know how crucial successful change is to your company. Ensuring that people’s daily behaviors reflect the imperative of change is vital to the success of any change initiative.

3. Get Outside — and Outside Yourself

When things get hectic at work, go for a walk. It might not help your business immediately, but it will help you clear your thoughts. And while you’re out and about, take a peek at your competitors down the street.

You can learn a lot about yourself by monitoring your competition. Ask yourself: What new products or services are they offering, and are they targeting new audiences and expanding?

You can learn even more about your business by getting outside your own industry. Read news from Japan and Germany. What are the latest developments in the bicycle industry? What about the fire safety industry? Learning about trends in other worlds will spark new ideas for your own.

When you think outside yourself, you get a better handle on how your team functions and what they can improve upon. Oftentimes, leaders are so eager to claim victory that they don’t take the time to figure out what’s working — and what’s not — and come up with next steps.

When you fail to follow through, you’re being inconsistent and withholding the information your employees need to grow and change.

Change Is Coming

Leaders need to be aware of upcoming change in their businesses, in their industries, and in their employees. There’s no way of doing this that doesn’t involve being aware of yourself, your company, your industry, and the world around you.

Smart change management leaders are tuned in to their employees and their industries. Don’t succumb to cowering in your office when the going gets tough. Be the effective, change-embracing leader your employees need and deserve.

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———————
Luis Gallardo

Luis Gallardo is CEO of Thinking Heads Americas
He’s an award-winning author and holds an MBA from IMD in Switzerland
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How to Lead Stupid People

Stupid People

“How to Lead Stupid People” as an article title… Offensive, right? Who would think that the people that work with them are stupid?

Well read these statements:

“I was just promoted into management and am shocked at how stupid my employees can be. I give them directions and then they do 18 things I didn’t want. I’m getting really frustrated and curt with them. How do I make sure they do tasks the way I want them done?” - Actual question sent in by recently promoted manager (Source)

“My organization has tripled the number of employees I supervise, and I’m exhausted with how many stupid mistakes they make. I make every effort to train them, and yet they still manage to misunderstand nearly everything I say. How can I make the job to clear to them and not waste so much time with their mistakes?” – Yes, another real question sent into a newspaper! (Source)

Not only do people think that their direct reports are stupid, they are also willing to ask for advice about them… And “experts” are willing to answer.

But take a different look at the equation:

What if the reason that a team is “stupid” has more to do with the person in charge than the people on the team?

People Are Only As Stupid As Allowed

We are the masters of how we interpret the world. That’s why people can see the same glass as half full or half empty – the glass isn’t different, the perspective is. It’s a phenomenon called confirmation bias. Confirmation bias is a trick our brain plays, only looking for evidence supporting our preconceived notions or strongly held beliefs.

In one my first real jobs, my first manager struggled to identify three positive attributes in my first quarterly review. Right after that, I got the opportunity to do the same job for another leader in the organization. In three months, I was given a huge project to reduce attrition in a key area. It was successful and I was promoted to manager of the group.

  • Was I smarter while working for the second manager? No.
  • Did I make mistakes and fail while working for the second manager? Absolutely.

But for manager two, I was a capable and resourceful employee. For manager one, I was a total screw up. I didn’t act differently work any harder. The difference was in their perspective…

Do you think that the people who “work for you” are brainless? It likely has more to do with your view of them than their performance.

If Your Employees Are Stupid, That’s On You

Teams are only good as their combined abilities. Leaders aren’t always given the opportunity to pick the people, but they can shape a high-performance team culture. This culture encourages people to step up or step out. Either is fine, as long as everyone is rowing in the same direction.

During a promotion, I “inherited” a team that wasn’t doing so well. I interviewed the team. They were passionate and diligent about doing a great job, but the previous manager assumed their jobs were mundane and they must be “simpletons” (his words, really). He also didn’t deal with a single performance issue.

I took the following actions immediately:

  1. Started to promote the wins of the team
  2. Met with all the business partners to realign goals and projects
  3. Had a tough conversation with the person that was not performing their duties

The team’s performance turned around dramatically.

On Leadership and Culture

Shadow of a Leader

Did the team change? Not really. I didn’t rejigger their processes. It was really a matter of what I thought of the team. It’s the notion of “shadow of the leader.”

Essentially, the team will emulate the leader’s actions, and will be a reflection of the leader’s perception of the group. Think about a person you were in a relationship with that didn’t work out, then they end up great relationship. It’s likely they didn’t really change much.

What’s more likely is that they found someone that saw their inner greatness.

You shape how the people around you show up. Unless you are in a war zone (and research tells us sometimes even then), you control how great people show up.

You Can’t Fix Stupid, But You Can Fix You

What does this all mean for the stupid team that you are forced to lead?

It means if you think you are leading stupid people, look in the mirror. The likely cause of the collective stupidity of the team is that you haven’t answered/addressed some very important questions:

  • Do you really know what the team does?

    • Not just the “they process form 47” level, but the impact on the end customer or bottom line – if you can’t clearly articulate that, then how can your expect your team to know the impact of their actions?
  • Do you know how your team impacts and interacts with other teams?

    • Part of overcoming the label of “stupid team” is understanding the interactions between teams.
  • Do you know what motivates your team members?

    •  Not the fluffy stuff, but the underlying motivation – this insight enables you to see why they act the way they do.
  •  Do you know their strengths?

    • Far too often, leaders don’t really know what their team members’ strengths are - they constantly give them either crappy, mundane work or tasks they struggle with. I’m 5′ 1″ tall - if my manager gave me the task of being the center of a basketball team, I’d fail no matter how hard I worked.
  • Do you know what they want to do with their careers?

    •   Its vital to know what folks want out of the time they are working. Is it to be the manager, to get a paycheck, or to start his or her own business? All of those are awesome. This gives you insight into how you can work with them to achieve those goals and frame tasks or projects. You will really have to think about why you are assigning things (and to whom) when you’re assigning them.

Are the people on the team you have the privilege of leading really stupid? Probably not. A team being “stupid” has more to do with the leader than the members of the team. Everyone is masterful at something – it’s just a matter of finding out what.

  • A leader actively looks for the greatness in each and every person on the team.
  • A non-leader just complains that the team is ineffective because the people on their team are stupid.

Which one are you?

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Adaptive Intelligence: Your Organization’s Cultural Operating System

 

Chamelion

This planet came with a set of instructions, but we seem to have misplaced them. Civilization needs a new operating system.” ~Paul Hawken

Pressure Test

Here is a quick test to help you understand both emotional and analytical thinking.

What do you normally do when your computer has a glitch and that box pops up inviting you to “report the problem?

  • Do you hit the “yes” button and dutifully wait for the computer to do its analysis and send the message?
  • Or do you hit “no” knowing this issue will rear its ugly head again soon?

There’s complex emotional and analytic thinking behind this decision that is analogous to dealing with annoyances in our working lives.

For example, if you hit “no” you’re deciding that although annoying its a small distraction compared with the important task at hand. However, if you’ll need to follow the same procedure and get the same bug you’re more likely to hit “yes”. You might also consider this to be the software provider’s responsibility; “why should I do their job for them.

(Mind you if everyone hit “no” the consequence of this global “e-silence” is the bug never gets fixed…)

We have the same basic choices with our problems at work. Do we do something about them or put up with it stoically? If enough people fail to report the problem it festers creating an invisible block to personal and organisational effectiveness, competitiveness and eventually achievement.

Sharing Important Information

The power and impact of sharing information was described eloquently by Gen. Stanley McChrystal in his TED Talk. - The military case for sharing knowledge.

Sharing is power” ~Gen. Stanley McChrystal

All organisations have limited human, financial and physical resources and must prioritise. For a problem to get over their attention threshold and trigger a response, a certain number of “complaints” must be received.

Managers decide how urgent/big the problem is and determine a response. In other words every user has 100% responsibility over error reporting and the organisation has 100% responsibility for its response.

This is a classical trust-based dynamic relationship.

When it’s working really well, a cultural operating system grows stronger iteratively from the power its crowd feeding back.

A Cultural Operating System

Microsoft’s Windows OS and Apple’s Mac OS are akin to a command and control-based management system where the end-user/staff has modest input.

Whereas, Linux, the epitome of an iterative open source process, is similar to a flat organisational system.

How would an iterative cultural operating system based on the concept of Adaptive Intelligence underpin effectiveness and success?

In “The practice of Adaptive Leadership”, Heifetz, Grashow and Linsky describe Adaptive Leadership as, “an iterative process involving three key activities:

1) Observing events and patterns around you

2) Interpreting what you observe

3) Designing interventions based on 1 & 2.”

I have added some steps to include:

4) Observation of the effects of interventions

5) Flexing interventions to give optimal positive results (Fig. 1).

Fig.1. A dynamic adaptive positive feedback cycle

AI Fig 1

 

Adaptive Intelligence

Adaptive Intelligence (AQ) is the dynamic expression of our Analytical Intelligence (AQ), Emotional Intelligence (EQ) and Positive Intelligence (PQ = internal motivation).

The exact flavour of AQ we deploy needs to be flexed to fit any given changing situation we experience. Operating from imbalanced IQ, EQ or PQ creates inappropriate responses based on habit.

If you want to use more of your AQ become more authentically aware of yourself and others.

Organisations need to develop deeper and broader corporate self-awareness. As a first step you might invite everyone to hit the social equivalent of the “yes” button whenever they observe problems or they have potentially good idea. This virtuous process relies on everyone believing they have influence, will be heard and their input valued and acted on.

This resonates with our software analogy nicely (Figure 2.).

Fig. 2 Comparison of computing and organisational operating systems.

AI Fig 2

Enhanced AQ

Enhanced AQ is delivered by:

  • Raising individual and organisational awareness
  • Transparent communication
  • Authentic trust
  • Objective measurable action.

It is powered by curiosity and authentic feedback and founded on 100% personal responsibility.

Stifled AQ

Poorly functioning AQ-based cultural operating systems are recognised from symptoms including:

  • Poor recruitment
  • High staff turnover
  • Conflict
  • Absenteeism
  • Poor staff engagement
  • Missed opportunities/deadlines
  • Inability to create trends and compete effectively

Long lasting symptomatic improvement comes from paying persistent attention to your cultural operating system (AQ). You keep a healthy AQ system going by constant vigilance, bug fixes (e.g. removing stupid rules), cultural upgrades (e.g. wellbeing-based cultures) and inviting everyone to be more curious about their daily working lives (See – How To Use Your Daily Story As A Powerful Seminar For Achievement).

The essence of intelligence is skill in extracting meaning from everyday experience.” ~Unknown

Flexible Open System

An adaptive iterative cultural process equips leaders with high quality dynamic information as well as the authentic human perceptions which create exciting visions and sustain meaningful change.

Thoughts for today

  • How often do you look under the hood of your organisation’s cultural operating system?
  • Notice to what extent your organisation’s culture relies on its corporate hardware (hierarchy, IT, systems & policies) compared with software (culture & people).
  • How much attention and time do you devote to awareness raising efforts for you and your staff?
  • Do you have a flexible open system for all staff to report problems and ideas?
  • Do you have an adaptive iterative cycle (AIC)?
  • How might you incorporate staff feedback and ideas into your AIC drive to improvement?

Recommended reading

The practice of Adaptive Leadership”, Heifetz, Grashow and Linsky

 

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——————– 
Gary Coulton

Dr Gary R Coulton is CEO of Adaptive Intelligence Consulting Limited
He empowers leaders to release their Adaptive Intelligence
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Management vs Innovation: Take Your Pick

I cannot help fearing that men may reach a point where they look on every new theory as a danger, every innovation as a toilsome trouble, every social advance as a first step toward revolution, and that they may absolutely refuse to move at all. ~Alexis de Tocqueville

On Innovation

Let’s look at innovation. It’s uncertain, difficult to control, diverts staff from tasks and can be expensive and is the antithesis of what tends to drive managers. Don’t get me wrong I understand organisations can’t deliver on their existing commitments without strong and clear management.

However, experience shows us that without new ideas, products, or services companies soon become irrelevant as the market and society marches on.

Remaining Relevant

Consider for a moment if you will some of the big name companies who dominated the end of the 20th Century and are no longer with us. Innovation comes in many guises and although physical inventions tend to dominate our impression of what innovation consists some of the most important innovations are in the way we do things not just the products we make.

Whist you might be sleepwalking to perfecting your management system others are wide-awake innovating – check out The Idea Connection to see what is happening out there.

Even though every leader and every company knows they must keep moving forward and support innovation even the best can end up doing a poor job of supporting it. We blame “bad luck”, ”the R&D team wasn’t strong enough” or even “government intervention”.

Remaining In Control

However, we should look closer to home for addressable levers we can control directly. Often it’s the very managerial culture we have created which interferes with innovation the most. When management system are perfect companies enlarge but when they companies innovate they grow, adapt and thrive in a changing business environment. The effect is continued resilience and profitability in a volatile world..

“Most of what we call management consists of making it difficult for people to get their work done.” ~Peter Drucker

Essentially management is all about maintaining the status quo by enforcing budget control, time efficiency and certainty. They want immediate quantifiable results they can present to the board.

Not So SMART

This behaviour is encouraged by creating limited SMART objectives rewarded by incentives. When you throw into the mix the uncertainty of a creative process which needs time and money, managers start to sweat and find ways to prevent their reports from contributing; unless it’s in their spare time. Managers will say they believe in and want innovation, but their immediate concerns prevent them backing it up with concrete resources.

As shown by Johan Fuller and his University of Innsbruck team, a major inhibitor of innovation comes from a battle between motivational rewards and barriers arising from fear of exposure and a negative benefit-effort trade-off. The balance of this equilibrium flexes our intrinsic and extrinsic motivation to innovate or to play safe. Identifying which levers stimulate innovation and which stifle it are key to growth.

“I believe in innovation and that the way you get innovation is you fund research and you learn the basic facts.” ~Bill Gates

Effective Innovative Teams

Effective innovative teams draw their members from multiple disciplines and company sectors. When they join they take of their “management hats” and are invited to contribute based on their personal expertise, knowhow and networks. Why not create company “hacker spaces”  where playing to discover may create your next massive product or service? Even if it doesn’t the mutual trust generated will be worth the effort.

To successfully engage managers in the innovation process, concrete value-based objectives and clear yet flexible outcomes must be identified. Finite affordable resources must be allocated and an agreed time-frame adhered to. Most of all, you have to be seen to value the Innovation Team. It’s their effort which needs rewarding not just the wins. For every ten ideas maybe one makes money. It does not mean the effort invested in the other nine was wasted (see The Edison Principle).

“Business has only two functions – marketing and innovation.” ~Milan Kundera

As Dale Dougherty says in his TED talk, ”Makers are in control” I would add a rider that, “Users are under control.” Do you want your company to be in control or used?

Your Actions Today

  • Were you involved directly today in your organisation’s innovative process?
  • How much resource and time have you given the innovation team?
  • Did you overtly value and affirm effort as well as wins?
  • Talk to your managers and try to sense their attitude to innovation and the pressures placed on them to resist it.
  • Reflect on your personal relationship with risk and innovation.

Recommended reading

The Other Side of Innovation: Solving the Execution Challenge (Harvard Business Review) – Vijay Govindarajan & Chris Trimble

Gary Coulton is the author of the upcoming book “Your personal leadership book of days – avoid cookie cutter solutions by using your Adaptive Intelligence”. Get your free mini-version at HERE.

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——————– 
Gary Coulton

Dr Gary R Coulton is CEO of Adaptive Intelligence Consulting Limited
He empowers leaders to release their Adaptive Intelligence
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Spiritual Leaders Fight Against Intolerance

Intolerence

These days we cannot switch on the TV or web without having to confront intolerance. We see it internationally, nationally, and locally.

It even affects our relationships with family, friends, colleagues, and co-workers.

An Increasingly Intolerant World

We live in a world that is increasingly intolerant, one in which violence, untruthfulness, hate, mutual criticism abound, and people constantly and deliberately do hurtful things to others.

People’s approach to other is frequently one of:

  • Opposition
  • Confrontation
  • Rejection
  • Polarization
  • Widespread intolerance

People are paid lots of money to be intolerant, and they gather around them a large following of insecure people who delight to find their own intolerant attitudes supported by celebrities and leadership figures in politics or religion. These political, social, and religious “leaders” whip their followers into a frenzy over issues that are not central to their original vision, leading to catastrophes like ethnic cleansing, or even to the deliberate, destructive intention of labeling others to demean or destroy them.

People develop skills that foster intolerance, challenging people and especially leaders to be equally skilled in opposing it.

Ignorant and Uninterested

Intolerant OrganizationsIntolerant people are generally uninformed or ignorant, either by force of circumstances or by a deliberate closed mindedness—a desire not to learn what other people think or feel. Their deafness to others’ views and their unwillingness to search for common ground give rise to hatred for anyone who thinks differently than themselves.

Closed mindedness atrophies thought, but since knowledge is the basis of love it also stunts any ability to grow in understanding and love. Closed mindedness is not a normal characteristic of human beings who innately search for meaning, understanding, and enlightenment.

But, people are trained and initiated into closed mindedness generally by social, political, educational, or religious figures.

Some local groups or entire nations are known for their open-mindedness, and others for their closed mindedness. However, intolerant behavior is now a serious cultural problem that demands the attention of spiritual leaders who should model and teach tolerance

Rejecting a Bigger Picture

Most people do not think they are intolerant. Rather, they have false justification for their behavior. Many think they are being principled, consider their views the only acceptable ones, and see any attempt to understand others as weakness. Our society is riddled with extreme fundamentalism in politics, choice of political parties, judicial practice, approaches to foreign policy, and all sorts of issues in religion.

Litmus tests are everywhere, and any divergence from the acceptable, myopic views is rejected, and those who hold different views are despised.

Some of the most complicated contemporary issues receive simplistic answers from people who will not or cannot think things through. Such people often act like bulldozers, flattening all other ideas in their path.

Rejecting Intolerant Behavior

People who seek spiritual depth in their leadership need to reject all forms of intolerant behavior. This will mean first and foremost accepting the need to constantly learn anew, to appreciate that some change and adaptability guarantees the genuineness of values we hold. Never to change means always to live in the past.

We must have exceptional listening skills to understand others’ words, their deeper yearnings, their struggles, and their hopes.

We will need to be people of genuine dialogue, even with others who lack such skills. We can read and study with the desire to be more informed. From time to time we should rethink our own views, either to conclude in reaffirming them or to change them when we notice a loss of focus.

So many drag along behind them ideas from the past, emphasize what dedication used to be two thousand years ago. Intolerant behavior that closes the door on new ways of thinking and doing leads to myopic approaches that quickly destroy society—civic and religious. Spiritual leaders must react to this and give birth to tolerant behavior in every aspect of an organization.

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——————–
Dr. Leonard Doohand

Dr. Leonard Doohan  is an Author and Workshop Presenter
He focuses on issues of spiritual leadership
Email | LinkedIn | Web | Blog

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