The more we learn to see the world through other people’s eyes, the more we can see them.

Connecting energy to leadership is something that keeps me busy every day, and I imagine it is the same for you. 

I want to touch on three aspects today: 

– the conscious and unconscious way of leading, 

– the individual and systemic type of leadership from an energy perspective, 

– how energy fuels and manifests worldviews. 

When it comes to leading, the more conscious we are about our energy type, quality, and sustainable access, the more we can relate to people’s diversity and project complexity consciously. This results in more assertive, inclusive and authentic leadership. Think about how your current work context makes you feel and how that emotional impact can inform your thoughts and behaviour as a leader.

The more conscious we are as leaders, the more we can choose to respond deliberately and constructively according to an expanding circle of concerns: me, us, my organisation, my community, my specie, my world, and beyond). On the other hand, a more constricted unconscious leadership is when one acts based on unconscious reactions less inclusive of concerns beyond the immediacy of what I can perceive. This has more ”chances” of leading to unproductive or harmful behaviours although it can also lead to great temporary outcomes.

We are all more or less conscious, depending on our life trajectory and our opportunity to challenge the way we believe the world works. The more pressure, the more we have to find ways to break barriers/walls, and the more we access new territory. 

Another aspect to consider is the individual and systemic type of leadership. Leadership is all about systems: its individuals (components) and the systems and structures that shape our interactions with others and the environment we live in. The more we explore how these systems and structures shape our energy and behaviour and how our energy is created and results from the ecosystem, the more we can serve this community. The system is constantly looking for balance, whether in its acceleration or slowing down; it is looking for resonance at all times. The more we can understand its emerging profile, the easier it is to engage with it.

Worldviews are also an important aspect to consider when it comes to leadership. Our worldviews are incredibly diverse. Like cameras with diverse focus, speed, technologies, zoom-in and out capacity, and so on, we see and respond in a way which feels true…to us. The way we see the world informs the way we approach our leadership roles and define our scope, functions, expectation and so on. In this context and to engage people- as they are -it seems crucial to me to be aware of our worldview and its position in relation to other possible worldviews to engage with various degrees of consciousness and systemic complexity. 

The more we learn to see the world through other people’s eyes, the more we can see them. Interesting!.