Summary of Jim Dethmer & Diana Chapman & Kaley Warner Klemp's The 15 Commitments of Conscious Leadership

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 Blame is a powerful motivator. It is one of the most common forms of motivation used by leaders, parents, politicians, and clergy. When things don’t go the way we want them to go, the default setting for most of us is to place blame and find fault.
#2 Blame, shame, and guilt are all products of toxic fear. When things don’t go the way we think they should, our natural response is to become anxious. We then blame others or ourselves to keep our sense of identity intact.
#3 Taking full responsibility is the first commitment, and it is radical. It is based on a fundamental belief that there is a way the world should be and a way it shouldn’t be. But in reality, the world just shows up the way it shows up.
#4 The first step in taking responsibility is to shift from believing the world should be a particular way to believing that the world just shows up. Second, we need to shift from rigidity, close-mindedness, and self-righteousness to curiosity, learning, and wonder.

Sujets

• Leadership

Informations

• Publié par: Everest Media LLC
• Date de parution: 21 mars 2022
• Nombre de lectures: 0
• EAN13: 9781669356653
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Jim Dethmer and Diana Chapman & Kaley Warner Klemp's The 15 Commitments of Conscious Leadership
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3 Insights from Chapter 4 Insights from Chapter 5 Insights from Chapter 6 Insights from Chapter 7 Insights from Chapter 8 Insights from Chapter 9 Insights from Chapter 10 Insights from Chapter 11 Insights from Chapter 12 Insights from Chapter 13 Insights from Chapter 14 Insights from Chapter 15 Insights from Chapter 16
Insights from Chapter 1

#1

Blame is a powerful motivator. It is one of the most common forms of motivation used by leaders, parents, politicians, and clergy. When things don’t go the way we want them to go, the default setting for most of us is to place blame and find fault.

#2

Blame, shame, and guilt are all products of toxic fear. When things don’t go the way we think they should, our natural response is to become anxious. We then blame others or ourselves to keep our sense of identity intact.

#3

Taking full responsibility is the first commitment, and it is radical. It is based on a fundamental belief that there is a way the world should be and a way it shouldn’t be. But in reality, the world just shows up the way it shows up.

#4

The first step in taking responsibility is to shift from believing the world should be a particular way to believing that the world just shows up. Second, we need to shift from rigidity, close-mindedness, and self-righteousness to curiosity, learning, and wonder.

#5

The first part of Commitment 1 is to commit to supporting others to take full responsibility for their lives. We’ve found that the key to making this happen is to take full responsibility for our own lives.

#6

The leaders of Athletico, a premier provider of physical and occupational therapy as well as fitness services, have made a commitment to end blame and criticism. They are creating a culture that values learning over being right and taking 100 percent responsibility.

#7

Taking full responsibility for your circumstances is the foundation of personal and relational transformation. Toxic fear drives the victim-villain-hero triangle, which keeps leaders and teams below the line.
Insights from Chapter 2

#1

The four greatest predictors of success are self-awareness, learning agility, communication, and influence. The last two deal with how leaders interact with their world, and the first two address leaders’ internal relationship to reality.

#2

The issue of being right is extremely important to the core of unconscious people. It is connected to their survival, and they are constantly seeking to protect not only their physical well-being but their ego as well.

#3

When we’re open, curious, and committed to learning, we’re above the line. When we go below the line, the ego is fighting for survival and we become firmly entrenched in the scarcity belief: that there isn’t enough love, time, money, energy, security, control, and approval.

#4

The first step of all transformation is awareness and acceptance. When a leader is present, they are totally available to the moment and what the moment is bringing them.