Diana Chapman is a co-author of "The 15 Commitments of Conscious Leadership" and co-founder of the Conscious Leadership Group. In this lively conversation, she delves into the essence of conscious leadership, emphasizing radical responsibility and emotional intelligence. Diana explains how leadership choices can stem from fear or trust, and why self-awareness is critical for navigating challenges. The importance of candor, integrity, and cultivating a mindset of abundance is discussed, alongside practical tips for operating from one's unique zone of genius.
Conscious leadership involves remaining present and aware, allowing leaders to engage effectively without being triggered by external factors.
Radical responsibility emphasizes self-accountability, urging leaders to view themselves as architects of their realities rather than blaming external circumstances.
Curiosity is vital for conscious leadership, promoting a mindset that questions narratives and fosters adaptability and innovative problem-solving in complex situations.
Deep dives
Defining Conscious Leadership
Conscious leadership is characterized by the ability to remain present and aware in a non-reactive state, allowing leaders to engage fully with their environments. It emphasizes a conscious choice to understand circumstances without being triggered by external factors. Diana Chapman highlights the importance of recognizing when one is 'above the line'—in a state of trust and presence—versus 'below the line,' where reactivity tends to prevail. This awareness fosters a mindset conducive to learning, ultimately enhancing one's capacity for leadership.
The Importance of Responsibility
Radical responsibility is fundamental to conscious leadership, urging individuals to own their experiences and circumstances entirely. Rather than blaming external factors, leaders are encouraged to see themselves as the architects of their realities, taking proactive steps to navigate challenges. Chapman illustrates this with an exercise where individuals teach a hypothetical class on how they created undesirable situations in their lives, shifting the focus to self-accountability. This commitment to responsibility not only empowers personal growth but also enhances collective resilience within organizations.
Curiosity as a Leadership Tool
Curiosity plays a pivotal role in conscious leadership by prompting individuals to question their narratives and stories instead of accepting them as truths. By distinguishing between known, unknown, and unknown unknowns, leaders can expand their understanding and adaptability in complex situations. The concept of curiosity as a tool allows leaders to mitigate conflict and avoid becoming rigid in their viewpoints, thus fostering a more cohesive workplace culture. Engaging with curiosity enriches communication and encourages innovative problem-solving, essential elements for effective leadership.
Navigating Emotions in Leadership
The capacity to feel and process emotions is crucial for conscious leaders, as it influences their ability to connect with team members and maintain a healthy work environment. By acknowledging and embracing various emotional states—whether it be joy, sadness, or anger—leaders can gain insights into their experiences and the collective atmosphere. Chapman emphasizes that emotions offer valuable messages, and understanding their manifestations leads to better decision-making and relationship dynamics. This emotional competence not only promotes individual well-being but also enhances team cohesion and productivity.
The Role of Play and Rest
Integrating play and rest into leadership practices is essential for sustainable performance and creativity. Diana Chapman advocates for an approach where leaders can infuse lightness and enjoyment into their work, which fosters a more engaging environment for all. Play serves as a powerful mechanism to break down barriers, enabling collaboration and innovation while also combating the prevalent culture of overwork. Prioritizing rest, as demonstrated through various cultural practices and studies, enhances productivity and well-being, reinforcing the idea that leaders should embody a balanced and joyful approach to their roles.
This episode builds on many prior conversations exploring work that we can do on ourselves, including living authentically, trauma and the nervous system, nonviolent communication, transforming relational conflict, and optimal zone resilience. It demonstrates how the work on ourselves extends upwards into the organization context, and further amplifies our impact at a systemic level.
In this conversation Jenny and Diana discuss:
What Diana means by conscious when she refers to conscious leadership
Being above or below the line: reacting from fear vs. responding from trust
The four different types of consciousness from which we might lead: to me, by me, through me, and as me
Taking radical responsibility
Staying curious and growing in self-awareness
The problem with wanting to be right
Our relationship with our stories and willingness to consider the opposite is equally true
The importance of feeling our feelings and seeing their value
Why candor and safe emotional spaces are essential
Why gossip is pernicious and the how judgement reveals our shadows
Integrity, both with ourselves and with others
Making clear agreements using a whole body yes
How to handle broken agreements
Regarding all circumstances of life as an opportunity to learn and grow
Moving from scarcity to abundance with a commitment to experiencing having enough of everything
Committing to win for all solutions
Operating from our zones of genius and realizing our full potential
Being the resolution rather than assigning blame to others
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