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The path to becoming an Environmental Leader however, is founded on a bed of self discovery and laid with the tiles of group psychology. Only when we have an understanding of how “we”, as a leader, affect the “system” of a group, and how that system affects us, then can we evolve to Environmental Leadership. Concentrate on growth and results, do not blame or make others wrong. At a glance it may seem a daunting journey, yet this path has a structure, a structure in the application of Directive Communication Psychology to influence the group’s system. And as with any structure, it can be followed to create a specific result. The first step is to realize that every action you take, every decision you make, no matter how small, will affect the group. Whether it is positive or negative, there will be an effect. Second thing is that when any individual in a group reacts, it will affect you and each of the other members of that group.
Arthur F. Carmazzi
Founder of the Directive Communication™ Methodology and Asia's No. 1 Change Leadership Speaker Trainer
eemed number 10 of the Top 30 Global Leadership Gurus by Gurus International, Arthur F. Carmazzi has 21 years experience specializing in psychological approaches to leadership and corporate culture transformation.He is a renowned motivational leadership keynote speaker and trainer in the Asian Region and has advanced Corporate Training with innovative techniques and tools that have been acknowledged by some of the world's greatest organizations.
He is the best selling co-author of "The 6 Dimensions of Top Achievers", and author of "Identity Intelligence" and "Lessons from the Monkey King".
Since a leader’s actions and reactions not only affect the psychology of individuals, but affect the entire culture of the organisation or group, an Environmental leader manages 7 key psychological influences (2 keys of personal awareness and 5 pillars of Transformation) to cultivate a group and culture that effectively supports the greater abilities and fulfillment, even passion, of the members of that group, workforce or team.
A fundamental of any effective leadership has always been trust. And while there are many facets of trust and how to build it, one crucial area is in sharing what you know. First, start with this article. The “group” dynamics are best suited by getting the “group” involved. The Environmental leader does not develop followers but nurtures leaders and leadership in their group or organisation. To facilitate this, the knowledge of how to be an Environmental Leader must be disseminated throughout. The more people know, the easier it becomes to cultivate a Leadership enriched environment, and the better results everyone will attain.
2 keys of personal awareness:
It is Self awareness that leads to the recognition of the keys, which must be accepted before the Environmental Leader can build the final 5 Pillars of a transformational environment. The first step is the ability to realize that we will consciously or subconsciously make others wrong to support our ego, which leads to blame and away from growth. *Learning about our “Encoded Assumptions”, our “Rules of Engagement”, and our “Circle of Tolerance” helps us recognize the reactions that are preventing a speedier growth for ourselves and those around us. Key number 1 is: Concentrate on growth and results, do not blame or make others wrong.
The next step is making others right, making leadership decisions and taking actions that help others to succeed and develop their abilities. And when they do succeed, the specific acknowledgment of their success and why they were successful. *Learning the “Colored Brain” and how our genetic processing affects the way we perceive the world and approach tasks and decisions and what that means in manifesting our “natural” talents not only makes this easier, but gives us a better platform to understand, cooperate, and communicate with others. Key number 2 is: Create opportunities to make others successful and positively acknowledge their specific actions that lead to that success.
How can I create a higher level of engagement and accountability/ownership within my team?
Emotional Drive Aplication of human driver Environmental Leadership
Each human being has selfish emotional motives for working, some are as simple as "survival" and anything else is a bonus. For a leader to engage accountability and ownership in a group, you must first know that people do NOT want more money, they want what they think money will buy. The real factor for engagement in the personal and selfish "Emotional" gratification each person gets. While there are many factors a leader must consider, let me give you the most important: Stop Need Sucking!
What does that mean to a Leader?
In group dynamics, each individual will have specific emotional drivers and needs that motivate them as explained above. While individuals do have different priorities of these needs, and may fulfill them differently, the needs are the same.
In a closed environment such as a department, a small company or a project group, leaders sometimes accidentally take these away from others. When a leader fills their own emotional needs first, they take away fulfillment from others. For example: if a leader takes too much control, they are taking away the gratification of being in control from someone else...
Three common emotional drives and needs that are sucked are:
1. Feeling recognized, significant, important
2. Feeling secure and in control
3. Feeling of diversity and variety
When our basic emotional needs are taken away, we use our "Reptilian Brain", and React like lizards, instead of acting intelligently. This happens often in organizations such as:
Someone takes more credit than they should
Someone makes decisions that affect you and you cannot do anything about it.
Someone doesnt at least acknowledge your efforts or ideas because they think THEY know better.
Someone takes all the fun and diverse projects or tasks and leaves you with the mundane jobs.
The leaders and subordinates who do this are the Need Suckers in an organization
What`s the solution?
First, remember that most Need Suckers dont know they are doing it, so when you tell someone, for example, "I dont have time for this", what needs are you taking away? Is there a better way to handle it?
Second, now that you are aware of Need Sucking , DON'T DO IT!
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