Heart-Centered Leadership - By Susan Steinbrecher

But what keeps an employee 'tuned in' isn't the company, its products or even its mission statement - it's his or her boss. Unfortunately, today's leaders haven't developed the traits to keep up with this environment; the number one derailing issue for leaders is a lack of personal skills. The solution? Heart-centered leadership. Leaders who engage their associates' hearts, as well as their minds, will earn their loyalty, their respect and, ultimately, their performance.

The days of positional leadership - in which managers were respected based solely on rank - are over. Today's employees expect their managers to be skilled in honest, proactive communication. They expect to be given the true rationale for change, even if the truth is unpleasant. And they expect managers to listen and demonstrate sensitivity when it comes to their needs.

If this sounds like a tall order, remember that it's the little things that count. In one survey of employees who had recently left their jobs, seven percent said they left because their supervisor or manager did not say 'good morning' to them.

The fact is that people will do almost anything for a leader who respects and appreciates them. And while becoming one of those leaders may not be easy, it is simple - if you follow the seven principles of heart-centered leadership. For each principle, there is also a corresponding virtue: the emotional trait that will develop as a result of the behavior. Once that virtue is developed, effective leadership becomes second nature - and high-performing employees become the rule, rather than the exception.

Principle #1 - Know thyself

How can you be authentic if you don't know who you are? Take the time to look in the mirror and understand your strengths and your weaknesses.

Virtue: Commitment to personal growth. This is the antidote to pointing the finger and projecting problems on others.

Principle #2 - Don't judge or assume, but come to understand

Shift from judging other people to understanding your part in the problem. If, rather than accusing ('You're late every day!'), you try understanding ('How can I help you to be on time?'), you might just get to the real problem - and the real solution.

Virtue: Open-mindedness. This prevents a rush to judgment or exclusive focus on your own view.

Principle #3 - They need what you need

We are all human, with similar physical, mental and spiritual needs. In other words, once the game is over, the king and the pawn go back into the same box.

Virtue: Authenticity. This keeps us from believing we are above (or below) others.

Principle #4 - Letting go

Trusting associates and having faith in the process is half the battle. When we don't hold on so tightly, the pressure comes off, and things actually go more smoothly.

Virtue: Detachment. This is the antidote to controlling and pushing outcomes.

Principle #5 - Know the impact of your words and actions

Everything you say and do (or don't do) is heard and responded to in some way. Everything counts, including body language. In fact, 55 percent of every message is communicated through body language, 38 percent through tone of voice and only 7 percent through words. People believe the 93 percent, not the 7, because it's the truth.

Virtue: Integrity and foresight. This prevents impulsiveness and a failure to appreciate the responsibility of leadership.

Principle #6 - Associates have a choice; they will ultimately decide to go along or not

People follow you because you inspire them - with who you are and what you represent. When you don't inspire them, they will not follow you.

Virtue: Humility. This keeps us from discounting the value and needs of associates and believing that positional power is real.

Principle #7 - Care for the heart

It's the whole person - mind, body and spirit - who shows up for work, so it's the whole person who must stay healthy in order to live the principles.

Virtue: Self-care. This is the antidote to an unhealthy lifestyle, poor stress management and lack of spiritual perspective.

The Principles and Virtues were created with the help of Joel B. Bennett, Ph.D.



Logos, product and company names mentioned are the property of their respective owners.

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