Surrender

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Surrender is my word for the year 2021. Rather than new year’s resolutions which frequently get diluted within the first few days of January, I advocate setting clear intentions. Not so much specific goals or outcomes, but intentions for how we wish to show up in the world. So, my intention this year is to surrender to life as it unfolds. During the past year, I read The Surrender Experiment written by Michael Singer, the creator of a thriving meditation center and founder of a highly successful medical practice management software company. Singer’s philosophy of “surrendering yourself to Life itself” was an inspiration to me during the early days of the pandemic where the uncertainty about the […]

Conscious Leadership: A Practice not a Destination

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We have all heard that the answer to the question, “How do I get to Carnegie Hall?” is practice, practice, practice; but it’s not that easy. Have you ever tried to learn to play a musical instrument? If so, you’ll know how difficult that can be. So, what do you do? You find a teacher, mentor, or coach who can provide a path to success. Although Carnegie Hall, the Royal Albert Hall shown in the picture, or any other notorious music hall may be a destination to which we as musicians may aspire, it is the journey rather than the destination that can be most rewarding. In our home growing up, we had a pedal […]

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How Frederic Laloux’s ‘Reinventing Organizations’ points the way towards more Conscious Leadership

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Reinventing Organizations is a great read, a breath of fresh air (and sometimes a mindbend) about how the new and emerging forms of organisations go about their business. It serves not only as a compelling story, but also alters our paradigm as we read it. That is some effect. There are several clues within it that point to who the leaders of these (Teal) kinds of organisations need to be, which hints at an evolved form of leadership. Frederic describes three principles around which their operations cluster: Self management Frederic’s point: Hierarchies don’t work in complex organisations because all the complexity is pushed to the top awaiting decisions. As we know from other writers (e.g. […]

 

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