PAPERmaking! g FROM THE PUBLISHERS OF PAPER TECHNOLOGY Volume 2, Number 1, 2016
Behaviour-based competencies have been the foundation for developing leaders — a reasonable approach. Behaviours are the most tangible, visible and measurable aspects of leadership. But what happens in a leader’s mind also plays an important ro le in effective leadership. In a new white paper, Leadership Development Beyond Competencies: Moving to a Holistic Approach , CCL suggests it’s time we take a closer look at leaders’ inner experiences as well as visible actions. Our complex inner worlds influence and are influenced by our behaviours and external outcomes. A more honest, holistic approach to leader development acknowledges the interplay between behaviours and actions and our thoughts, emotions, memory, and other internal elements. In the CCL paper, Marian Ruderman, Cathleen Clerkin, and Carol Connolly draw on brain- based science and contemplative practices to add 3 additional elements to a model of leadership development: x Circuitry — the physical, chemical and neurological functioning of our bodies. Much of our behaviour is influenced by the basic network of interconnected neurons in the brain and nervous system. This internal wiring affects how we develop as leaders. Self-awareness, the core of effective leadership, should also include awareness of the body’s neural circuitry. x Inner content — our raw emotions, gut reaction and inner dialogues. These inner experiences define our relationships with ourselves, as well as shape our beliefs and emotional reactions to thoughts and situations. Inner content includes the constant “mind chatter” going on in our heads, as well as the narratives we create in relationship to other people and the culture around us. x Conscious engagement — our ability to observe, modify and regulate mental processes. With awareness and practice, we can learn to direct much of our thoughts, emotions and inner processes. This is the area that has the most potential for development in leaders, as we can learn to choose a more mindful response to difficult situations and promote healthier physical and psychological responses in ourselves and others. Increasingly, these ideas are moving from research or fringe interest toward actions that can be implemented broadly. From David Rock’s SCARF model to mi ndfulness practices at General Mills, Google, and Target, many people are starting to recognise that the mind is important and that cognitive health matters. Janice Marturano, a former vice president and deputy general counsel at General Mills and author of Finding the Space to Lead: A Practical Guide to Mindful Leadership , says mindfulness is a powerful way for leaders to make a difference in their organisations and communities. When asked what is driving the interest in mindfulness and cognitive health, Marturano said, “It’s not about mindfulness. It’s about the incredible challenge and complexity of
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Article 14 – Leadership (Competencies)
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