Energy Leadership

“There’s a big difference between a company that succeeds and one that doesn’t,” I continued. “Your workers, whether they realize it or not, already believe you are the difference!”

“That’s an honest assessment,” I responded. “Whether it’s true isn’t as important as recognizing that the more

else?” I asked. “Pardon the cliché, but we can at least begin by agreeing to disagree. When we consciously disagree without having catabolic emotional reactions, disagreements are negotiated to agreements.”

“But it’s really all about how you and the other employees here are not always on the same side. I’m wondering how you think your attitude here has affected the company?”

I revealed to the group that during my first meeting with Richard, he said he couldn’t get past how he felt about what was going on within the company. His emotions were hindering his ability to deal with things the way an effective leader should.

You’re asking for major damage. That’s not so different from how it is when Level 2 permeates an organization. You’ve got a bunch of people assuming they know best and crashing into each other.”

Looking him straight in the eye, I said, “It’s time to cut the crap. You need to start leading and living to your potential.”

Richard said that each time he picked up the phone, before he dialed, he took a moment to center himself and imagine being able to talk to Nate like they were friends again. It was better, Richard thought, that Nate wasn’t available right away because it gave Richard the chance to visualize the conversation many times before it actually happened.

“Right: Creativity rules the day. Because Level 7 is without judgment,” I told him, “we don’t waste energy seeing things from only a right or wrong perspective. When we no longer focus on finding the ‘right’ answers, we can instead create powerful solutions. “If you look for the right answer, you’re using black-and-white thinking. When this happens