Is your team working independently to ensure the success of your organization?
Do they feel empowered to move independently? Do they want that authority and have they earned it?
These are many of the questions I’m asking myself as our foundation moves to its next level of development.
I have the privilege of coaching CEOs and top executives every week. As a transformational leader, I have the responsibility and opportunity to be constantly applying the things I coach others to do. Recently, my focus on my own executive coach has been looking at these questions myself.
In the Wright Model of Human Growth and Development, the sixth level focus is on the principle of responsibility. Responsibility is the principle whereby you create your reality. Its regressive aspect is superiority. Having lived with purpose, you learn more from others and can elevate yourself above others. Superiority is regressive because you only feel good in relation to others and not as an independent but dependent on being better than. In superiority, you spend more time focusing on the failure of others than on developing yourself. Once superiority is lived with enough responsibility, you move to the progressive aspect. This aspect is authority.
The principle of responsibility carries you from superiority to authority. Responsibility causes you to claim the gap between ideals and behavior as your own creation. You cease blaming or excusing and see yourself as the author of your own existence; there is no longer anyone to blame. You narrow the gap between your behavior and your stated ideals by living with authority. You do so in order to move closer and closer to living with full consciousness in connection to the source of all life.
As I’m looking to our organization moving forward, I have a focus on creating more room to move for our staff. I’m intentionally focusing on giving them the space they need to make decisions and move with them. At the same time, not all employees are at the same level of their own development. Some employees have worked diligently and have touched this level of authority, but other employees are still in Level Three, Reactivity to Authority. What I’m starting to see is that providing room to move for my team may be different for different individuals. For those working on their own personal responsibility and sharing in the outcomes of the business, they have a certain level of room to move. For others, they may still need to be working on being responsible to follow through on tasks provided and so the room they have to move is more narrow.
One of the organizations I have been working with lately is a global leader in technology, and they have built-in levels of responsibility within their organization where all individuals have the ability to contribute but depending on their level of responsibility and ownership this ability varies.
What about your team? Your organization? Yourself? Have you given individuals too much room to move who haven’t earned it yet? Or do you have employees who need more room to move and you need to loosen the reins?
I’d love to hear your experiences and thoughts. Comment below.
Dr. Bob Wright is an internationally recognized visionary, educator, program developer, leadership and sales executive, best-selling author and speaker. He is a co-founder of Wright and the Wright Graduate University.
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The Wright Foundation for the Realization of Human Potential is a leadership institute located in Chicago, Illinois. Wright Living performative learning programs are integrated into the curriculum at Wright Graduate University.