Jim Hillelson, a leadership coach-consultant for business owners in Santa Monica, posted on his weblog a great article titled ‘Service leadership: creating a bulging bottom-line life’. Since the future of work and the present paradigm shifts are such an important topic these days I find the perspective that Jim draws reason to point to it here.
People reach their goals and their highest potential mental, emotional and spiritual, by experiencing freedom of choice. Co-working and collaborative relationships invites everyone to have a vested interest in the success of themself and their co-workers.
(..) The key to abundant living is a shift in our perception to live a life of purposeful service. Holding onto personal agenda’s and thinking, feeling and reacting in fear, perpetuates lack in our lives. Service Leaders never think or feel or react due to the feeling of lack. There is no other way to create abundance in our lives but to live in service to one another.
(..) Business Leadership in the 21st Century is beginning to shift the structural tides from achieving success through co-working and cooperating. Consciously building a variety of communities in our lives that serve one another for their highest good and bulging bottom-lines in business is slowly shifting.
(..) These self-defeating employees who left the company, voluntarily, did so because they were unable to shift their perception from being a mere low-status employee to becoming a self-created leader within the organization.
(..) Co-working and collaboration is so foreign to their (dare I say) victim attitudes about life that they are incapable of meeting the minimum standards of performance. It matters not, if these standards are self-defined or not. These employees usually create distancing due to resentments within themself as they become more and more frustrated as their self-managing co-workers succeed and they fail. The successful co-workers are far more leadership-driven and meet their responsibilities through mutual cooperative and collaborative agreed upon strategies and clearly defined performance.
Jim Hillelson, a leadership coach-consultant for business owners in Santa Monica, posted on his weblog a great article titled ‘Service leadership: creating a bulging bottom-line life’. Since the future of work and the present paradigm shifts are such an important topic these days I find the perspective that Jim draws reason to point to [...]
Comments
@ 08:08
I think it’s important to note that he’s talking about hierarchical vs. flat line (sic) organizational structures, and speaking about the amount of time CEOs had in the firm because of their fear-driven perceptions.
> Consider the thousands upon thousands who are leaving this unhealthy business structure to work for themselves. They are fed up with the structure of fear-based, competitive hierarchal business structures that set a constant tension that creates overwhelm, confusion and chaos. This unhealthy lifestyle is slowly falling apart; imploding on itself. Whether you are a company Owner, CEO, General Manager, part of a Management Team, Sales Director or front-line personnel. All have an equal responsibility to openly and honestly lead their personal and business life with the highest standard of community integrity that their ever-evolving awareness allows.
As I have said elsewhere: chasing the American dream of abusive generation of wealth vs. Opting out was and is the Generation X variant of the Vietnam War.
The quote about people leaving who were self-defeating was about people who leave egalitarian companies, companies which did provide respectful places for their employees, to make the point that it’s not easy being a self-motivated employee.
>These self-defeating employees who left the company, voluntarily, did so because they were unable to shift their perception from being a mere low-status employee to becoming a self-created leader within the organization.
I’d go beyond that and say that there are plenty of things that can be done to help those people make the transition. Some don’t know how to be self-motivated (I see this right now among children of “helicopter parents”; overprotective parents lead to adults-who-follow). Others are so jaded and cynical by previous professional relationships that you need to focus on healing their interpersonal expectations before you can expect any real improvement.
Saying “oh, you left? Well, that must NOT be because management is talking the talk but not quite walking the walk well enough; it’s all your fault!” just perpetuates the situation, don’t you think?
Finally, I’ve been saying for a while now that the cultural litmus test — the Viet Nam war in terms of ideological impact — of Gen X has been whether they generally drank the koolaid, or whether they opted out.
@ 14:27
Thank you very much Jessica for sharing your proliferate thoughts about this article. I agree with you that I should have pointed to the emphasis on the hierarchical vs. flat line (sic) organizational structures.
I also like to point you to two writings of Bernie DeKoven on this issue.
The first is the Team Leader’s Tetrahedron of Trust
see:
http://www.deepfun.com/2005/10/team-leaders-tetrahedron-of-trust.html
The second is the Beyond Leadership post on http://coworking.com
http://coworking.com/?pg=workinprogressitem&id=13
suggesting that there are at least two approaches to this leadership issue, one is to redefine it (as in the tetrahedron post) the other is to revision it, as in Coworking Beyond Leadership.