<\/p>\n
Summary<\/p>\n
In his book The Leadership Mystique, Manfred Kets de Vries , professor in human resource management, INSEAD writes that \u201cOrganizations are like automobiles. They don\u2019t run themselves, except downhill. They need people to make them work. And not just any people, but the right people.\u201d<\/p>\n
Organizations are quite intricate organisms and have to be managed well.\u00a0 Most leaders are complex because they have an outward appearance that is critical to their success but in this book the internal issues outweigh the external ones.\u00a0 People want guidance.\u00a0 Some people are complete self-starters and can motivate themselves. \u00a0Then at the other extreme are people who need complete oversight and constant management.\u00a0 The balance is where the majority of workers live and they need direction to be productive.<\/p>\n
How the organization will perform has to do with the effectiveness of the leader.\u00a0\u00a0 Leaders are needed to set the course, the speed and duration of the flow for the organization.\u00a0 An organization can have all the right things in place, strong finances, market position and state of the art technology but can be derailed and all of these advantages can go by the wayside because of leadership.\u00a0 The outward appearance of a leader is not where the determining factors are at.\u00a0 The inside of each leader is where the internal and social dynamics are located.\u00a0 Leadership can fail based on what is going on inside of them and how they have been hardwired since birth to react and respond to the issues that arise over time.<\/p>\n
<\/p>\n
Reflection<\/p>\n
There is a tension that must be present between what is irrational behaviour and what is rational.\u00a0 One of the key phrases that I highlighted over and over again in the book was this phrase, \u201cinner theater.\u201d\u00a0 This is our own unique mixture of motivational needs that determines our character and creates the triangle of our mental life\u2014a tightly interlocked triangle consisting of cognition, affect and behaviour.<\/p>\n
\u201cEmotional intelligence\u201d is a label that is given to an understanding of the motivational forces of self and others.\u00a0 Our inner theater plays a vital role in the leadership equation.\u00a0\u00a0\u00a0 People who are emotionally intelligent are more likely to be effective leaders. \u00a0The crazy thing about all of this is that you cannot learn this style of leadership by reading it from a book, instead this is an experiential process.<\/p>\n
The inner theater is a very interesting concept.\u00a0 How often does an outward appearance deceive people into believing something about the person that is not true?\u00a0 The projected image is false when you get behind closed doors or up close and personal.\u00a0 Personality is one thing but the character of a leader within their own personal sanctuary is another.\u00a0 How effective is charisma when there is not competence or even ethical practices being carried out?\u00a0 Is there something within the inner theater of a person that brings drama to their leadership?\u00a0 Does it affect their whole organization?<\/p>\n
Think about this from the author\u2019s perspective, \u201can individual\u2019s leadership style-a synthesis of the various roles that he or she chooses to adopt- is a complex outcome of the interplay of that person\u2019s inner theater, as expressed in core issues (which are influenced by traits and temperament) and the competencies that the person develops over the course of a lifespan.\u201d\u00a0 So how to be an effective leader is marked by the choices that are adopted from life experience.\u00a0 Everything we do affects our ability to lead other people.<\/p>\n
So how do you develop an inner theater that is healthy?\u00a0 At the end of the book there was a chapter on the best places to work.\u00a0 And what I have discovered once again is that when there is not a word to describe what is desired it is best to just make up your own language and identify it yourself.\u00a0 Authentizotic is such a word.\u00a0 Authentic\u2026where the leadership walks the talk.\u00a0 It has a connectivity quality to it and sets itself apart by the fact that it has flow which helps people to feel complete and alive.\u00a0 The second word is zoteekos which means vital to life.\u00a0 This element of the word brings balance and completeness to the person.\u00a0 The human need for exploration associated with cognition and learning is met.\u00a0 Developing a culture that includes these elements helps to direct the inner theater.\u00a0 It is a conscious choice to lead this way with in a team structure that benefits the leader as well as the followers.\u00a0 This style is a place to foster belonging and importance for everyone involved.<\/p>\n
I really like the acronym for this style of inner theater.
\nA Autonomy:\u00a0 Culture to create creativity<\/p>\n
I\u00a0 Interaction:\u00a0 Culture to create synergy<\/p>\n
R Recognition:\u00a0 Culture to foster empowerment.<\/p>\n
<\/p>\n
Giving AIR to your inner theater is what sets organizations and leaders apart.<\/p>\n
As I summarize what I have read I consider this a golden book to encourage us to take great self-evaluation to consider where we are stuck and where we are off-center.\u00a0 The analysis of all the things within a leader\u2019s personality flows over into the organizations that they lead so recognizing areas where growth must take place is paramount.\u00a0 The inner struggles that everyone has as a leader (which all have clinical names) is common to everyone.\u00a0 So how to manage yourself and to manage how you manage is an area of growth and development.\u00a0 \u00a0So examine your inner theater and if it is needed\u2026change the movie!<\/p>\n
<\/p>\n
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