Full Spectrum Leadership

The most successful leaders have low personal entropy and even distribution of values across the Seven Levels of Leadership Consciousness.

Personal entropy is the amount of fear-driven energy that a person expresses in his or her day-to-day interactions with other people. It is a measure of a lack of personal mastery skills.

Fear-driven energy arises from the conscious and subconscious fear-based beliefs of the ego. Positive energy arises the soul’s way of being in the world and reflects the values of love and connection. When the beliefs of the ego are out of alignment with the values of the soul, we lack authenticity.

Personal entropy is therefore a measure of the lack of ego/soul alignment due to the presence of conscious or subconscious, potentially limiting beliefs. Personal entropy undermines trust and authenticity.

There are three types of limiting beliefs that correspond to the first three levels of the Seven Levels of Consciousness model:

Level 3: Self-esteem Consciousness: Limiting beliefs the individual holds about not being enough – a lack of self-esteem or confidence in themselves that causes them to over compensate through the excessive use of power, authority, or status seeking

Level 2: Relationship Consciousness: Relationship Consciousness: Limiting beliefs the individual holds about not belonging – a lack of acceptance or respect for themselves that causes them to over compensate by competing for attention, blaming others, and standing in judgment

Level 1: Survival Consciousness: Limiting beliefs the individual holds about not having enough – a lack of assurance that they will be safe and survive that causes them to over compensate through greediness, control, and excessive caution

We measure personal entropy through a 360o feedback instrument known as a Leadership Values Assessment (LVA). Personal entropy is the proportion of votes for potentially limiting values that assessors pick to describe the operating style of a manager or leader.

Limiting Values of Managers and Leaders

The most frequently occurring potentially limiting values of managers and leaders, at the different levels of consciousness, are shown in the following table.
 

Entropy Level Corrective Measures
< 6% Prime: Authentic individual
Decision-making not driven by fears
7-10% Minor Issues: Requiring leaders to examine how their behaviors and actions are affecting people around them,
their decision-making processes or their degree of life/work balance
11-15% Moderate Issues: Requiring leaders to examine how their behaviors may be compromising their relationships
with some of their peers and subordinates, and negatively impacting goals they want to achieve
16-20% Serious Issues: Requiring leaders to examine how their behaviors are impacting the smooth functioning of the
group they lead, and its overall performance. Need to focus on emotional intelligence skills
> 20% Critical Issues: Requiring leaders to examine how their behaviors might be compromising their personal integrity,
and their ability to inspire and lead the people around them to attain high performance.
Need to focus on emotional intelligence skills

The most successful leaders have either their top ten values spread evenly across the seven levels of leadership consciousness, and/or have a balanced distribution of votes for all the values chosen by their assessors across the Seven Levels of Leadership Consciousness.

Why are full spectrum leaders successful?

The short answer is that they care about their people, their customers, their investors, the local community, and society in general. Full spectrum leaders display all the attributes of the Seven Levels of Leadership Consciousness:

  • They master survival consciousness by creating an environment of financial security and physical safety for themselves and those in their charge
  • They master relationship consciousness through learning to communicate openly, and by creating a culture of caring and belonging that engenders employee and customer loyalty
  • They master self-esteem consciousness by measuring and monitoring progress towards the organization’s goals, and keeping the organization focused on quality, excellence and continuous improvement, such that employees feel a sense of pride in the organization’s performance, and can pursue their professional growth
  • They master transformation consciousness by becoming responsible and accountable for their actions, learning to delegate appropriately, empowering their executives and managers, and encouraging them to pursue their personal growth
  • They master internal cohesion consciousness by finding a personal sense of purpose/mission to their lives; creating a vision of the future that is a source of inspiration for everyone in the organization; and engendering a climate of trust
  • They master external cohesion consciousness by actualizing their own sense of purpose through collaboration with external partners in strategic alliances, and enabling their employees, managers and executives to do the same
  • They master service consciousness by aligning the needs of the organization with the needs of humanity and the planet and performing acts of self-less service with humility and compassion that support their employees, managers, and executives in doing the same.


The most successful organizations have low cultural entropy and a well-balanced distribution of values across the Seven Levels of Organizational Consciousness and the Business Needs Scorecard. From 1997 to 2010, the values of more than 2,000 organizations in 71 different countries using the CTT Cultural Values Assessment were mapped. The most successful of these organizations had either the top ten current culture values evenly spread across the seven levels of organizational consciousness and/or had a balanced distribution of votes for all values chosen by employees across the Seven Levels of Organizational Consciousness. Their top ten current culture values were also distributed across all segments of the Business Needs Scorecard.



 

Why are full spectrum organizations successful?

The short answer is that they pay attention to everything that is important. Full spectrum organizations display all the positive attributes of the Seven Levels of Organizational Consciousness. They master:

  • Survival consciousness by focusing on profit, financial stability, and the health and safety of employees
  • Relationship consciousness by focusing on open communication, employee recognition, and customer satisfaction
  • Self-esteem consciousness by focusing on performance, results, quality, excellence, and best practices
  • Transformation consciousness by focusing on adaptability, innovation, employee empowerment, employee participation, and continuous learning
  • Internal cohesion consciousness by developing a culture based on shared values, and a shared vision that engenders an organization-wide climate of trust
  • Making a difference consciousness by creating strategic alliances and partnerships with other organizations and the local community, as well as developing mentoring, coaching and leadership development programs for employees
  • Service consciousness by focusing on social responsibility, ethics, and sustainability, and keeping a long-term perspective on their business and its impact on future generations, as well as embracing compassion, humility and forgiveness.


All these factors make an organization attractive to employees, customers and investors. Full spectrum consciousness is good for people, good for society, and good for business.