How to Develop the Three Eyes of Successful Leadership

Over the last 20 years Bruce Holland has worked with hundreds of managers developing their leadership skills.
So much is written about leadership that many leaders become confused. Also most were trained to think of leadership as: Planning, Organising, Staffing, Directing and Controlling. As a result they focus on the wrong things and get what they don’t want.

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In his experience the whole area can be simplified down to 3 eyes. Leaders need:

  1. An eye that looks inward
  2. An eye that looks outward
  3. An eye that looks between.

The eye that looks inward
In many ways this is the most important eye. Yet usually it is the weakest eye.

Inside is where a leader’s power is. They need to know who they are, why they exist and what makes them special.

Everyone has a Core of Greatness, yet most people have forgotten about it or have sabotaged themselves with layers of shame, guilt and fear. The eye that looks inwards helps them break through this layer, so they remember who they are, why they exist and what makes them special.

To be more successful, leaders do not have to change who they are, they have to become more of who they are.

It’s largely about understanding their Purpose and Genius. The inner eye helps them find these.

If leaders aren’t strong on the inside there’s no way they can be strong on the outside. As their inner strength grows, others can’t help but notice it and be attracted to it.

The eye that looks outward
In some ways the eye that looks outward is the most developed. Most managers are in touch with their external world. This is what they were trained for and, it’s how they spend most of their time. Yet, even this eye has limited focus. It can see to analyze, break things apart and understand the detail. It is less successful at synthesising, and seeing the patterns in the bigger system. Also leaders’ worldview is often dated; based on mechanics more than organics. Therefore the decisions they make are based on an outdated reality of the world.

 The eye that looks between
Scientists know that we are much more connected than most business people think.

The science of entanglement was put forward in the 1930s. It was followed by Bell’s Theorem Of Wholeness and Implicit Order. Then Carl Jung developed his Collective Unconscious. David Bohm and Albert Einstein also added to our understanding. Yet many leaders still think they are managing individuals rather than the “space” between individuals. This space is not empty space, it is full of communications, emotions, energy, trust, love, synergy and information.

Also, they see their organisation in terms of organisational trees (organisation charts), rather than networks of closely bound relationships. As a result they miss out on their biggest opportunity: liberating the human spirit at work.

 A totally different Program
Holland described the “Cracking Great Leadership Program” that has achieved extraordinary results, not only for Top Management, but also for people right throughout the organisation.

 It is modular based which makes it highly adaptable to target problem areas identified during the Diagnostic Stage. Modules also stretch the Program over more than three months to allow sufficient time for people to make permanent changes in their habits. However, it takes less than a week in workshops and off work. The Program is not about ‘shoving in’ what people don’t know; it is far more about drawing out the greatness that already exists inside. People learn best from peers who share the same daily experiences; therefore, the Program relies largely on peer-to-peer learning and story telling about what worked.

The content often includes modules:
The Eye That Looks In:

  • Understanding your thinking preferences
  • Making the most of your Genius Factor
  • Confidence, Influence and Personal Power
  • Purpose and Destiny.

 The Eye That Looks Out:

  • Complexity and Emergence
  • Organic Business Models
  • Strategic Thinking
  • Systems Thinking.

The Eye That Looks Between:

  • Cracking Great Leadership
  • Cooperation, Collaboration and Connectedness
  • The New Science of Networks
  • The Importance of Trust.

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