Peak Performance Resources for Leaders by Leaders

Tag: New-Paradigm Leadership

Why We Need More Women in Leadership

Most men are attached to a certain style of leadership that has served them for generations. When a formula works, it is very difficult to imagine that a better way could exist. We call this way of thinking Old Paradigm. New Paradigm is about embracing new models that are proven to be superior in today’s environment.

This diagram demonstrates why we need more women in leadership roles and why most men could benefit from adopting more feminine qualities in addition to their typical masculine ones.

[click the image to enlarge]


Visionary Leadership

Visionary Leadership-7-6-15.001

There are seven different levels of leadership. Level 7: Visionary Leadership is the most effective. Level 4: Command and control is how most people lead. Consider two things, one is what level of leadership you use when you are feeling confident and sure of yourself and the other is what level of leadership you default to when you are under pressure?

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What Is The QUEST?

Do You Live Your Life Like You Are On a Quest?

The essence of the Quest is where you leave your comfort zone, known reality, sense of security, and attachments and step into the unknown to discover your true nature, destiny, unique gifts, qualities, values, and virtues.

During your journey to discover your true self, you encounter the limiting parts of yourself, weaknesses, limiting beliefs, blocks, self-suppression, unexpressed feelings, insecurities, jealousies, and doubts. In other words, you encounter your dark side. You also discover and encounter any opposition to your visions, goals, and dreams.

Movie: Different Coach from Most


Financial Crisis: Expansion

With the world embroiled in a global recession for the first time since the 1940’s, a lot of what we had accepted as “the way things are” has been turned upside down. Sure, there have been recessions in most regions, however it has been over 60 years since we had a global recession.

One thing a lot of people had taken for granted was that we could keep on expanding forever. This caused a bubble from over expansion when prices lost touch with fundamentals and in the end, turned out to be unsustainable.

Greed drove markets to higher and higher levels, and now that things have crashed back to earth, fear has driven (and continues to drive) markets lower and lower to such a level that we have, once again, lost touch with the fundamentals.

As you can see, we have swung between these two extremes that are driven by emotions at opposite ends of the spectrum.

The Master Game

By Robert S. De Ropp

Seek, above all, for a game worth playing. Such is the advice of the oracle to modern man. Having found the game, play it with intensity – play as though your life and sanity depended upon it. (They do depend on it.) Follow the example of the French existentialists and flourish a banner bearing the word “engagement.” Though nothing means anything and all roads are marked “no exit,” move as if your movements had some purpose.

If life does not offer a game worth playing, then invent one. Even to the most clouded intelligence, it must be clear that any game is better than no game. But although it is safe to play the Master Game, this has not served to make it popular. It remains the most demanding and difficult of games, and in our society, few play.

Contemporary man, hypnotized by the glitter of his gadgets, has little contact with his inner world and concerns himself with outer, not inner, space. But the Master Game is played entirely in the inner world, a vast and complex territory that men know very little about. The aim of the game is true awakening, full development of the powers latent in man.

This game can be played only by people whose observations of themselves and others have led them to certain conclusions, namely, that man’s ordinary state of consciousness, his so-called waking state, is not the highest level of consciousness he is capable of. This state is so far from a real awakening that it could appropriately be called a form of somnambulism, a condition of “waking sleep.”

Once a person has reached this conclusion, he can no longer sleep comfortably. A new appetite develops within him, the hunger for real awakening and consciousness. He realizes that he sees, hears, and knows only a tiny fraction of what he could see, hear, and know; that he lives in the poorest, shabbiest of the rooms in his inner dwelling, but that he can enter into other rooms, beautiful and filled with treasures, the windows of which look out on eternity and infinity.

It is sufficient to say that the Master Game can NEVER be made easy to play. It demands that a man has all his feelings, thoughts, and entire physical and spiritual resources. If he tries to play it in a halfhearted way or tries to get results by unlawful means, he runs the risk of destroying his potential. For this reason, it is better not to embark on the game than to play it halfheartedly.

The solitary player lives today in a culture that is more or less opposed to the aims he has set himself, does not recognize the existence of the Master Game, and regards players of this game as queer or slightly mad. The player thus confronts great opposition from the culture in which he lives and must strive with forces that tend to bring his game to a halt before it has even started.

Only by finding a teacher and becoming part of the group of pupils that that teacher has collected about him can the player find encouragement and support. Otherwise, he forgets his aim or wanders off down some side road and loses himself.

What Is a Leader?

New-Paradigm leadership begins with personal responsibility and combines vision, commitment, relationships, communication, compassion, courage, decisiveness, integrity, organization, strength, and the ability to influence and inspire others.

Leadership in the knowledge economy is vastly different from leadership in the information, industrial and agrarian economies. In the old economies, dictatorship, domination, command and control where the prevalent models.  It is easy to lead through domination.  Hold a gun (or a paycheck) to a person’s head and you can get them to do almost anything; however, when you take the gun (or paycheck) away – you no longer have the ability to get them to do what you want. And chances are, they will pay you back for forcing them to do something they may not have wanted to do without the gun (or paycheck.)

New Paradigm Leadership

When hearing the words “leader or leadership,” most people assume that the reference is to the people at the top – in the power positions with authority. We don’t often think of the managers, supervisors, and team members who make up the organization.

Do you see yourself as a leader? Ask any room full of managers how many are leaders, and you will find that most managers do not see themselves as leaders, and yet, how do you manage without leading?

Leadership is one of the world’s oldest and most widely studied subjects. As prophets, priests, and kings, leaders have long served as symbols, representatives, and models for their people. In modern times athletes, musicians, actors, businessmen, and gurus have replaced the kings of the old.

Leadership is often perceived as elite, hallowed, special, and reserved for the minority of people at the top with “true” power concentrated in their hands. These people dominate the organizations or groups they lead (at least until someone overthrows them and takes their position) through the age-old methods of authority, domination, command, and control.

This leadership style leads to organizational structures that produce results by forcing compliance, adherence to rules, established conventions, and old ways of doing things. Change is seen as a threat – even though it is openly stated that change is required – when it comes to taking action, new ideas and ways of doing things are often met with anything from mild hostility to outright resistance.

The Hands of The Few

This concentration of power “in the hands of the few” may have worked in the past when things remained unchanged for long periods of time, however in today’s world, the pace of change is accelerating exponentially, and we are living in a world where globalization isn’t the stuff of the future – it has already happened! We are more connected to our neighbor countries on the other side of the planet than ever before. There is a free flow of capital, ideas, information, technology, goods, services, and people worldwide. Ferocious competition is breathing down our necks from the most unlikely sources.

This new world requires a new leadership style that is very different from the successful formulas that worked well in the past. This is a counterintuitive, very difficult thing to do… to let go of the things that made us successful in the past. And yet this is exactly what we must do to survive – let alone succeed in the future.

The transformation from Position Power to Personal Power

It’s all about power. Who’s got it, and who wants it? It is well known that traditional leadership models are based on gaining and keeping power through establishing a top “position” and then protecting one’s ‘turf.” The thought behind this is that power comes from position, cannot be shared, and that is somehow diminished by sharing. So if a leader has spent a lifetime building, enhancing, and developing their power base, they will not easily empower other people in the organization. Yes, they will talk the language of empowerment – but when it comes to moving the decision-making – the words don’t quite translate into actualities.

This type of power is known as Position Power, which comes from formal authority or the right to command. Results are achieved by Autocracy, coercion, and the extensive use of punishment and reward (if you agree with me, I will reward you. If you don’t agree with me or do what I say, you are punished.)

Position Power works when you are in a position of authority over the person you are working with; however, it is ineffective when influencing networks of people in other departments, suppliers, customers, peers, and project teams. If people have no choice but to do what they are told – then Position Power works. However, with increased demand and competition for talent, using autocracy is less and less effective. It can be outright counterproductive!

No longer is economic success dependent on natural resources, manufacturing excellence, and scientific or technological prowess. Today, the terms of success revolve around an organization’s ability to mobilize, attract and retain creative human talent. Every competitive dimension depends on the creativity and ingenuity of the people that make up the organization.

It is impossible to think of new ideas and creative and innovative solutions that defy old ways of doing things if we are afraid of making mistakes and constantly worry about the real or perceived threat from a leadership style based on autocracy, coercion, and punishment. Leading a team of creative talent is very different from leading a factory line of workers who do similar tasks repetitively or service staff who provide functional service. It simply does not work to command creativity! Can you imagine Mozart or Picasso being told to produce or told, “you are out!”

Many of today’s leaders are still operating from this old leadership model. Leadership in the creative environment of the future requires a vastly different paradigm. Today’s new model involves partnership, cooperation, and team. It’s not about abandoning Position Power – it’s about adding, developing, and enhancing every individual in the organization’s Personal Power and working the agenda together in a partnership.

The most significant difference between Position Power and Personal Power is that the former is handed over or given to a person. In contrast, the latter is developed through personal development and improving one’s ability to communicate, influence, and inspire actions from others.

Personal Power is required when working on project teams, flat organization structures, and where people have the free choice to give you what you want or not. And creative and talented people always have free choice – because their skills are highly sought after.

Both sources of power are valid and needed depending on the situation, the skill, the team’s responsibility level, and the task’s nature. The use of power can be viewed on a continuum with ultimate Position Power at one end and ultimate Personal Power at the other. Most situations require a leadership style somewhere in the middle of the continuum.

Power is the ability to get someone to do something you
want to be done or the ability to make things happen.

Transform Every Person in the Organization into a Leader

Empowering individuals in the organization means sharing the power with them. Shared power adds up to more power – not less. It means everyone has an increased ability to get more done and to make things happen. This can make a dramatic difference to the organization’s bottom line results. To do this means making everyone a leader.

An organization comprised of leaders adds up to a leading organization.

Andrew John Harrison

Like any skill – Personal Power can be learned and developed by anyone; however, it requires a new leadership context that begins at the top and extends throughout the levels of the organization. It simply doesn’t work to send the people in the organization to training programs, alignment sessions, and educational sessions if the entire organization isn’t sharing the same context. Leading by example means that the context must be shared at all levels (otherwise, you end up with disillusionment, skepticism, and a lack of belief that there is one set of rules for people at the top and another for everyone else.)

It’s about Personal Leadership

For most people, the concept of Personal Leadership is new. It is not simply a case of attending a three-day seminar or reading a book; one is transformed into a new leader! Developing Personal Leadership is a long-term commitment that involves an ongoing education combined with application – all with bottom-line results in mind. This is a substantial investment in time, energy, and money – not just from the organization but every individual. This is why the context of partnership is so important. The individual and the organization are in a long-term partnership for mutual benefit.

If this investment in Personal Leadership is directly connected to bottom-line results that are measurable, significant, and connected to the organization’s vision – any board of directors will approve the investment.

Band-Aids Don’t Work – Long-term!

The challenge for most organizations is that the leadership agenda is inconsistent, and neither is it communicated to the entire organization from top to bottom. The commitment must be backed up by action and a comprehensive Leadership Development Roadmap that everyone can follow to know where they are and where they are going.

If the leadership agenda involves everyone except the leaders at the top who retain the Position Power model – there will be results; however, they are limited compared to what is possible if the entire organization is aligned and all heading in the same direction.

The Need for Speed

Concentrations of power in the hands of a few, bureaucracy and turf-protecting slow everything down to a crawl. With every person in the organization empowered and aligned, cycle times from plan to results are dramatically improved. The speed of change and implementation of new initiatives improves, and results accelerate. The leadership agenda is mission-critical and cannot be left to the HR and Training Departments alone – it must have the attention and commitment to resources required to succeed.

To change things that have worked for us in the past – before they stop working is the essence of visionary leadership. The key to becoming or staying competitive globally is to transform our fundamental leadership concept and live, eat and sleep Personal Leadership at all levels of the organization.

The Goldzone Leadership Curriculum offers comprehensive, custom Leadership Development Roadmaps. Using the revolutionary New-Paradigm Leadership Model, participants master more effective tools, strategies and methods compared to the old style and traditional leadership models. High stress and low performance are transformed into optimum personal and organizational performance.

If you are ready to have a different kind of life, then it is urgent
you infuse your leadership with aliveness and passion…

Ignite Your PASSION!

The GOLDZONE Experience is now available.  It’s an unforgettable 3-day experience that can help you join a unique group of gifted leaders and master teachers who are living their dream visions, lives, and careers and who are now eager to help you do the same. Learn more > here

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