ILC - Developing Conscious Leaders in Complex, Global Organizations - Michael McElhenie PDF

Developing Conscious Leaders in Complex, Global
Organizations: Are Big Company Executives Evil? Michael

McElhenie
Summary: Michael shares his experiences developing leaders in

complex global enterprises in the energy and consumer products
industries. One of the key questions he explores is: Why do
such horrible things periodically go wrong in these large, multi-
national corporations? In addition, he explores how even the
simplest AQAL maps can add considerable value to
coaching/advising executive leaders.
Evil as in actions, not as people.
o Not a Theosophical evil
o We all bring our own versions of evil actions
In this work, besides listening and articulation skills, it

really involves being in conversation
Slide 3: Two Dominant Lenses when we make sense of

human beings
o The Hero there are both positive and negative

attributes within this paradigm
o The Villain there are both positive and negative

attributes within this paradigm
o Both are barriers to seeing things fully
2011IntegralLeadershipReviewandIntegralLeadershipinAction 1

o Both are also important as it can drive personal
accountability
o Most issues are too complex for an either/or

approach
Hero is pervasive in society
o TV Shows, Military personnel, Emergency Service

Responders
o Saints how do we quantify?
o Gandhi
o Colleen Barrett driver of culture SWA
o Nelson Mandela
o Mother Theresa
o Tim Geithner
Dealt with complexity in terms of
Influence / powers that be
Data
Relationships

Had to create solutions regardless of
fault
Created a fairly elegant solution
Slide 13: Shows the complexity of a system that every

organization and its leadership has to navigate
Slide 14: Shows the complexity of our Health Care System
o A priority for Obama
Slides 13 and 14 show the complexity that is the norm for

mid-market companies and beyond
Slide 15: Shows how the internet has exploded at a

logarithmic rate
o An increase in cyber-crime is a manifestation of this

explosion
o China has an office that specifically uses hacking to

gain a competitive edge in the market place.
Slide 16: Shows Wage and inflation discrepancies
o Complexity is so different from 15 years ago
Slide 19: mentality to leverage is making transactions much

more complicated
Slide 20: Clockwork metaphor (from the 19th century)

o This concept is beginning to fail us - the system is
too complex
Our inability to deal with complexity leads to:
o Dissonance
o Poor leadership
o Less than optimal results
o Fear and distress personal and organizational
o Work-life balance
o Health problems
Another result of complexity:
o Difficulty making decisions In government and

organizations
o Issues around people coming together to arrive at

solutions
o We get stuck
o Finger pointing
Our consciousness is not up to our aspirations

o We know how to solve some of these problems, but
we are stuck in a limited collective capacity to own
our role in these solutions.
o Hero vs. Villain
People need to fess up and recognize that

the problems are bigger than us
No one wants to say it, but we have

resistance to removing ourselves from the
hero role
We end up tripping over ourselves
We exist in emotional times
o Our inability to deal can lead us to crack under the

extreme pressures
Fear is so pervasive
o Deep compassion for people dealing with fear is

important
o Slide 30: increase in level/type of crime in schools a

good example of manifestations of fear
How Fear can inhibit:
o Like walking into a dark room with a flashlight

o As our experience of fear increases, the beam
of light narrows
o Our view becomes limited / we see less of

reality
o Our capacity to manage our experience

diminishes
It is critical to help people manage their fears
o the only thing we have to fear is fear itself - FDR
What makes complexity?
o Multiplicity number of interacting elements
o Interdependence degree of connectivity of elements
o Diversity degree of heterogeneity of elements

o Part of our everyday lives: household management
(kids, work, play, community)
Problems of complexity
o Unintended consequences
o Unanticipated interactions
o Unusual volumes of interconnected events
o Failure of systems to adapt

o Perceptual Cognitive Challenges
o Improper vantage point
o Cognitive limitations
o Over focusing (too narrow a viewpoint) what

gorilla?
o Built in cognitive (perceptual) biases

(prediction bias)
Connecting with Leaders:
o Surprise, Stimulation, and Challenge (have to

captivate)
o Altitude appeal
o Relevancy going to be a test
o Freedom to choose they have control
o Credibility why should they listen to you?
o Every beginning has an end; every end has a

beginning; every opening has a closing; every
closing has an opening
This is one step along a path

Leaders are constantly on a developmental path
Needs for Leaders (drive to change/grow):
o To be Self Aware current model not working
o Respond differently need a new model
Development
o Horizontal skills and knowledge in existing model
o Vertical new models
Can reference their development from child to adult

as an indicator of what they have been doing all
their lives
o Fear can lead to regression
o Ego preservation
o So overwhelmed that we make bad decisions which

can lead to feelings of guilt, shame, and remorse
Ego development so important; know where you are
Slide 40: Influencing Corporate Executives - Stagen model:
o The more you practice the better you get
1) Mental replay

2) Reflection
3) Performance Journaling
4) Contemplation
5) Mindfulness
Influence: an intention to persuade, convince, or influence, in

order to get them to support an agenda/plan of action. It is
based on a desire to have a specific impact or effect on
others where the person has his/her own agenda, a specific
type of impression to make, or a course of action that
he/she wants the others to adapt
o Make multiple actions to persuade
o Calculate impact of ones actions or words
o Uses indirect influence
o Uses complex influences strategies
Holistic Self
o Multiple developmental lines
o Where are you now?
Ego:

o Drama Triangle
Persecutor
Rescuer
Victim
o Empowerment Dynamics functional opposites of Drama

Triangle
Challenger (versus persecutor)
Coach (versus rescuer)
Creator (versus victim)
o Get leaders to become more self aware
To see their fears

Help them move through the Drama triangle to the
functional (Empowerment dynamics) on the other
side
Rare to find leaders that think systemically
o Move their attention from
Intra-psychic
Me

Group
Organization
Community
o Get them to see the inter-relatedness of each view

point
Whats possible?
o Change is possible
o Many success stories
o Important to maintain momentum
o Important to get involved with the broader community

to assist our work

Michael McElhenie
Michael McElhenie, Ph.D., has led major
humanitarian projects, many for the United Nations,
in regions around the globe: Africa, Asia, Eastern
Europe and the Caribbean. Michaels key area of
expertise is helping executives assess the
organizations culture, discover optimal mission-
alignment and bridge the gap through intentional,
integral leadership. He has designed and
implemented major leadership, executive coaching,
change and learning projects for global and national
clients, including American Airlines, Anadarko
Petroleum, Berlex Pharmaceuticals, Blue
Cross/Blue Shield, Corporation for Public
Broadcasting, Exelon Energy, H&R Block, Intel,
Johnson & Johnson, Merck, Motorola, Nortel Networks, Progressive Insurance, Sabre,
Texas Childrens Hospital, Texas Instruments, Unicredito Banca, Unilever, United
Nations, Victoria Order of Nurses (Canada), Wal-Mart, World Bank and YMCA. Michael
has over twenty years of leadership and consulting experience, and he currently runs
Metatropia Institute, a leader development and change management firm out of Dallas,
Texas. He is a faculty member for Duke Corporate Educations Global Learning
Resource Network, a faculty coach for Southern Methodist Universitys Advanced
Leadership Program and a member of the Business & Leadership Center for Integral
Institute. He is also a Senior Associate for Teleos Leadership Institute and has worked
with Teleos since its founding in 2002.

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Developing Conscious Leaders in Complex, Global

Organizations: Are Big Company Executives Evil? Michael

Summary: Michael shares his experiences developing leaders in

Evil as in actions, not as people.

o Not a Theosophical evil

o We all bring our own versions of evil actions

In this work, besides listening and articulation skills, it

Slide 3: Two Dominant Lenses when we make sense of

o The Hero there are both positive and negative

o The Villain there are both positive and negative

o Both are barriers to seeing things fully

o Most issues are too complex for an either/or

Hero is pervasive in society

o TV Shows, Military personnel, Emergency Service

o Saints how do we quantify?

o Colleen Barrett driver of culture SWA

Dealt with complexity in terms of

Influence / powers that be

Created a fairly elegant solution

Slide 13: Shows the complexity of a system that every

Slide 14: Shows the complexity of our Health Care System

o A priority for Obama

Slides 13 and 14 show the complexity that is the norm for

Slide 15: Shows how the internet has exploded at a

o An increase in cyber-crime is a manifestation of this

o China has an office that specifically uses hacking to

Slide 16: Shows Wage and inflation discrepancies

o Complexity is so different from 15 years ago

Slide 19: mentality to leverage is making transactions much

Slide 20: Clockwork metaphor (from the 19th century)

Our inability to deal with complexity leads to:

o Less than optimal results

o Fear and distress personal and organizational

Another result of complexity:

o Difficulty making decisions In government and

o Issues around people coming together to arrive at

Our consciousness is not up to our aspirations

o Hero vs. Villain

People need to fess up and recognize that

No one wants to say it, but we have

We end up tripping over ourselves

We exist in emotional times

o Our inability to deal can lead us to crack under the

o Deep compassion for people dealing with fear is

o Slide 30: increase in level/type of crime in schools a

How Fear can inhibit:

o Like walking into a dark room with a flashlight

o Our view becomes limited / we see less of

o Our capacity to manage our experience

It is critical to help people manage their fears

o the only thing we have to fear is fear itself - FDR

What makes complexity?

o Multiplicity number of interacting elements

o Interdependence degree of connectivity of elements

o Diversity degree of heterogeneity of elements

o Unusual volumes of interconnected events

o Failure of systems to adapt

o Improper vantage point

o Over focusing (too narrow a viewpoint) what

o Built in cognitive (perceptual) biases

Connecting with Leaders:

o Surprise, Stimulation, and Challenge (have to

o Relevancy going to be a test