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Level 2: Paternalist
Paternalists are motivated by the need to form relationships. They are basically
authoritarians who need to be liked. Unfortunately, their need to be liked cannot overcome
their need to control. So they become benevolent dictators. They are protective of their
people, but demand loyalty, discipline and obedience in return. They will ask your opinion
in order to make you feel they care, but will go ahead and do what they want anyway. In this
sense they are manipulative. The fears of paternalists are such that they find it very
difficult to trust others. This type of consciousness often occurs in family-run
businesses. Anyone outside the family is not to be trusted. This severely limits the pool
of talent from which the organization can draw. Paternalists create environments, which kill
the entrepreneurial spirit of employees.
Level 3: Manager
Managers are motivated by the need for order and respect. They regard what they do as a
science. They enjoy structure, measurement and rational analysis. Exercising their intellect
has a strong appeal. Inwardly focused managers are good at organizing information and
monitoring results. Outwardly focused managers anticipate workflow problems and get things
done. They are productive and accomplish goals. They plan and prioritize their work and
provide stability and continuity. They create schedules and enjoy being in control. They
focus on training for skills and want to learn the latest management techniques. When
managers' needs for respect are driven by subconscious fears, they become ambitious and
competitive. They will play office politics to get what they want and they will avoid
giving their boss bad news. Their need for order can get them stuck in status quo. Their
need for rewards can lead them to work long hours and neglect their families. Mangers
create environments, which are productive and efficient, but can be very demanding if
they are not balanced.
Level 4: Facilitator
Facilitators are in transition. They are learning to release their fears to move from
being outer-directed to being inner-directed. They are in the process of self-actualization.
As they let go of their need for approval, they begin to discover who they really are. As
they let go of their need to control, they invite participation and consensus building. They
become enablers-helping others to express themselves. They are no longer wedded to their
career. Now they want to develop their vision and work on their mission. They want work
which aligns with their inner passion, and they want to learn about themselves through
training which focuses on personal growth. They become more open and innovative, and begin
to search for balance in their lives. Balance leads to detachment and independence, and
allows them to become objective about their strengths and weaknesses. They focus on
interpersonal communication skills, conflict resolution and team building. Facilitators
are in the process of shifting from being a manager to being a leader.
Level 5: Collaborator
Collaborators are motivated by the need to find meaning. One of the ways they find meaning
is by creating community. They are engineers of human capital and they build trust. They
are more concerned about getting the best result for everyone than for their self-interest.
They are flexible, adaptive and focused on values. They walk their talk. They are creative
problem solvers. They recognize that they don't have to have all the answers. They are
willing to be vulnerable. They are honest, truthful and willing to confront people and
their mangers because they have little fear. They feel confident in handling any
situation. This confidence and openness allows them to reclassify problems as
opportunities. They are authentic, democratic and enthusiastic. They are intuitive and
creative. They clarify priorities, communicate vision, and plan for the long-term. They
display emotional as well as intellectual intelligence. Collaborators are good at bringing
the best out of their people.
Level 6: Servant/Partner
Servant/partners are motivated by the need to make a difference and be of service to those
whom they lead. They serve the organization by creating partnerships and strategic alliances
with external organizations. At the same time, they care for their people, seeking ways to
ensure that employees find personal fulfillment through their work. They view situations from
a systems perspective; seeing beyond the narrow boundaries of cause and effect. They build
systems, which support employees, and they seek to form mutually beneficial alliances with
suppliers and customers. They are active in the local community and building relationships,
which create goodwill. They recognize the importance of environmental and social stewardship
and will go beyond the letter of the law in making their operations environmentally
friendly. They are empathetic and careful listeners. They are also mentors and coaches.
Servant/partners create supportive internal and external linkages, which build commitment
and goodwill.
Level 7: Wisdom/Visionary
Visionary leaders are motivated by the need to be of service to the world. They are
constantly asking, "How can I help?". Their vision is global. They see their own mission
and that of their organization from a societal perspective. For them, the world is a complex
web of interconnectedness and they know they have an important role to play. They play their
role with humility. They are generous, forgiving and compassionate, and are able to relate
to people at all levels. They are concerned about the state of the world-peace, justice,
ethics and ecology. They have a very long-term perspective. They are concerned for the
future generations. They are not prepared to compromise long-term outcomes for short-term
gains. They enjoy solitude and are at ease with uncertainty. Consequently they have no
fear. Visionary leaders are admired by all for their wisdom, vision and commitment to ethics.
Distribution of Consciousness
Every individual has values distributed across several levels of consciousness. No one is
ever focused solely at one level. The values of most leaders are clustered around two or
three adjacent levels of higher consciousness.
Copyright © 1998 - 2001.
Cultural Transformation Tools® Richard Barrett & Associates LLC.
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