Energetically Developmental Leadership: Creating Immersive Cultures for Continuous Growth

CHAPTER 1 - WHY LEADERS NEED TO GROW A BIGGER MIND

Leaders operating on a global arena, often referred to as a glocal context, face a range of challenges and opportunities in today's interconnected world. These dynamics shape the way leaders navigate the global landscape and drive their organizations towards success. In the early 90s, I had the privilege of being invited as a speaker to a prestigious conference in Falun, Sweden, where the new standard for quality systems in Europe was the main topic of discussion. Gathered at the conference were 250 global managers, HR professionals, and consultants, eager to explore the critical link between leadership and a sustainable working environment. The headline of my talk was Why Leaders Need to Calibrate an Inner Compass in a VUCA-World. As I prepared for my presentation, I knew that introducing the concept of energy and emphasizing the significance of the inner compass might be met with skepticism by some. However, I firmly believed that these were essential elements in understanding effective leadership in the ever-changing and complex world we were navigating. With conviction in my heart, I sent my speakers' notes to the conference organizer. To my surprise, the organizer called me, expressing a concern about the talk's clarity and coherence. He gently suggested that I minimize the discussion on energy to avoid any potential confusion among the audience. He wanted a more straightforward and concise approach, fearing that the concept might be perceived as fuzzy or vague. While I politely acknowledged his suggestion, I knew in my heart that I couldn't compromise on the essence of my message. The hunger for understanding the deep connection between leadership and energy was significant, and I believed it was crucial to address this topic. As I took the stage and began my presentation, I embraced my conviction and wholeheartedly delved into the discussion of the inner compass, placing a strong emphasis on the concept of energy. With passion and clarity, I conveyed the profound impact that understanding and harnessing energy could have on effective leadership. As I concluded my talk, a sense of gratification filled the room, and I could sense the audience's appreciation for the insights I shared. The applause that followed was overwhelming, and

I knew in that moment that I had struck a chord with these leaders and professionals who craved a deeper understanding of leadership in the face of uncertainty. That experience taught me a valuable lesson – the appetite for growth, understanding, and self-development in leadership is immense. The hunger for leaders to cultivate a bigger mind, embrace complexity, and harness the power of energy to lead effectively in a VUCA world is not only relevant then but remains crucial to this day. As this book unfolds, it aims to satiate that hunger and empower leaders to embrace an energetically developmental approach that can pave the way for transformative leadership and sustainable organizational success. Global leaders face numerous challenges in a world marked by diverse cultures, customs, and practices across different regions. Understanding and respecting these cultural differences while simultaneously promoting a unified organizational culture can be a significant challenge. Effective leadership requires the ability to bridge cultural gaps and create an inclusive environment that values diversity. In addition to cultural complexity, communication and language barriers pose significant challenges for global leaders.

Operating in a global context requires effective communication across languages, time zones, and distances. Miscommunication, language barriers, and differing communication styles can hinder collaboration and understanding among team members and stakeholders. Overcoming these obstacles necessitates strong communication skills and cultural sensitivity. The geopolitical and regulatory environment further adds to the challenges faced by global leaders. Staying informed about geopolitical shifts, changes in regulations, and legal frameworks in different countries is crucial. Adapting to varying political landscapes and complying with diverse regulations can be complex and demanding, requiring leaders to stay agile and proactive in their decision-making. The increasing reliance on remote work and virtual teams presents another challenge for global leaders. Building and managing virtual collaboration requires overcoming obstacles such as building trust, managing cultural nuances, and fostering effective teamwork without the benefit of face-to-face interaction. Global leaders must employ strategies that promote effective virtual collaboration, leveraging technology and communication tools to bridge the physical distance. Amidst the challenges, there are also significant opportunities for leaders operating in a global arena. Access to a diverse talent pool from different countries and cultures presents an opportunity to tap into varied perspectives, experiences, and skills. This diversity can enhance innovation, problem-solving, and decision-making within organizations. Operating globally also offers opportunities for market expansion. Global leaders can access international markets, tap into new customer segments, and explore new business opportunities. This expansion can drive growth, increase revenue streams, and create a more resilient business. Furthermore, global leaders can leverage cross-cultural learning and innovation to foster creativity and adaptability. Embracing diverse perspectives, ideas, and approaches can lead to the development of creative solutions that meet the needs of different markets and stakeholders. Building collaborative networks and partnerships across borders is another opportunity for global leaders. By establishing strategic alliances and leveraging shared resources, knowledge, and expertise, leaders can enhance competitiveness and leverage opportunities for growth. Engaging in a global context also provides leaders with valuable opportunities for personal growth, learning, and self-development. Exposure to different cultures, ideas, and business practices can broaden perspectives, enhance leadership skills, and foster adaptability.

To succeed in the global arena, leaders must embrace these challenges as opportunities for growth. Developing cultural intelligence, fostering effective communication, and cultivating a global mindset are essential. By leveraging the diversity and interconnectedness of the global landscape, leaders can navigate complexities, drive innovation, and create positive impact both locally and globally. The concept of growing a bigger mind encapsulates the notion that leaders need to transcend their existing cognitive and emotional frameworks to embrace more complex and nuanced perspectives. By doing so, they can enhance their capacity to grapple with multifaceted challenges, consider diverse viewpoints, and make sound decisions in the face of ambiguity. The concept of growing a bigger mind highlights the necessity for leaders to transcend their current ways of thinking and embrace more complex, inclusive, and integrated perspectives. By embarking on a journey of continual growth, leaders can enhance their effectiveness, adaptability, and capacity to inspire and guide others in an ever-evolving world. The acronym VUCA (Bennis, W., Burt, N., 1985) was coined to capture and describe the unique characteristics and challenges of the modern business and societal landscape. It originated from the U.S. Army War College in the late 1980s and early 1990s when military strategists were attempting to make sense of the post-Cold War world and the emerging complexities they were encountering. VUCA stands for Volatility, Uncertainty, Complexity, and Ambiguity. Each element of the acronym represents a key aspect of the contemporary environment and highlights the need for individuals and organizations to adapt and respond effectively to these challenges. Volatility refers to the speed, magnitude, and unpredictability of change. In today's world, circumstances can rapidly shift, new technologies emerge, and global events have far-reaching impacts. Leaders and organizations must be prepared to navigate through turbulent and rapidly changing conditions. Uncertainty reflects the lack of predictability and the presence of multiple possible outcomes. The interconnectedness of global systems, economic fluctuations, and social dynamics contribute to an environment where certainties are scarce.

Leaders need to make decisions without complete information, anticipate potential scenarios, and be comfortable with ambiguity. Complexity recognizes the intricate interconnections and interdependencies that exist in today’s world. Challenges often involve numerous factors, multiple stakeholders, and intricate systems. Leaders must be capable of understanding and managing the complexities inherent in their organizations and industries. Ambiguity acknowledges the existence of multiple interpretations and the absence of clear-cut solutions. Situations can be multifaceted, and information may be incomplete or contradictory. Leaders need to navigate through ambiguous circumstances, make sense of conflicting signals, and provide clarity and direction in the face of uncertainty. By coining the term VUCA, strategists sought to capture the essence of the contemporary environment, emphasizing the need for adaptive and agile approaches to leadership and decision-making. Understanding and acknowledging the implications of VUCA enable individuals and organizations to proactively develop strategies and capabilities that can thrive in this challenging landscape. The acronym VUCA has since been adopted beyond military contexts and is widely used in the business world and other domains to describe the complexities and uncertainties of today’s globalized, rapidly changing environment. It serves as a reminder that leaders must cultivate the mindset, skills, and strategies necessary to navigate and excel in a VUCA world. By growing a bigger mind, leaders enhance their cognitive and emotional capacities, enabling them to thrive in VUCA environments. They become more adaptable, resilient, and agile in the face of volatility, uncertainty, complexity, and ambiguity. The constructive-developmental perspective provides a framework for leaders to expand their meaning-making abilities, embrace diverse perspectives, and develop the cognitive flexibility necessary to lead effectively in a VUCA world.

CONSTRUCTIVE DEVELOPMENTAL THEORIES

When I was a young psychology student, filled with curiosity and eagerness to explore the depths of human behavior, I had a defining moment that would shape my organizing principles for years to come. As I entered the classroom that day, I was met by my teacher, a wise Native American with long black hair, whose presence exuded wisdom and insight. He began our lesson by saying, ‘Today, we will delve into the fascinating world of psychology and the human psyche.’ With those words, he took a single straw of hair from his head and held it up for everyone to see. ‘This tiny straw represents what we truly know about the human mind,’ he said, pointing to the tip of the straw. ‘And this vast blackboard behind me represents the expansiveness of the unknown, the mysteries that lie beyond our current understanding.’ As he placed the straw at the end of the blackboard, I couldn’t help but feel humbled by the immense complexity of the human mind and the vastness of what we have yet to discover. Little did I know that this simple act would ignite a fire of curiosity within me, driving me to explore the uncharted territories of human consciousness. He then introduced us to the constructive developmental theories, and from that moment on, I was utterly blown away. I knew that I had stumbled upon something extraordinary, something that held the key to unlocking the mysteries of human behavior and societal progress.

From that point on, I embarked on a journey of continuous learning and exploration, delving deeper and wider into the understanding of this transformative framework. Over the years, I have devoted myself to studying and applying the insights from constructive developmental theories in various settings, from individual leadership development to organizational change and conflict resolution. The framework has guided me in understanding the intricacies of human growth, helping me empower individuals and teams to embrace their developmental journey. As I reflect on that pivotal moment in the classroom, I am grateful for the Native American teacher whose wisdom opened my eyes to the vastness of the unknown. The straw of hair on the blackboard became a symbol of my relentless pursuit of understanding and knowledge in the realms of psychology and leadership. It has been a journey of discovery, growth, and transformation, and I am excited to share the wisdom and insights I have gained along the way with others on their path of exploration and development. The term 'constructive-developmental' was coined by Kegan (1980) to refer to a psychological perspective focused on the development of meaning and meaning-making processes throughout a person's lifespan. This theory is termed 'constructive' because it emphasizes individuals' interpretations, constructions, and understanding of experiences—the meaning they derive from them. It is labeled 'developmental' because it investigates how these interpretations and constructions become more complex over time.

Constructive-developmental theory centers on the growth and elaboration of individuals' ways of comprehending themselves and the world, acknowledging that different meaning systems evolve as a natural unfolding and in response to the limitations of existing ways of making meaning. This approach builds upon Jean Piaget's (1954) seminal work on 'genetic epistemology,' which examines the successive unfolding of rational thought in developing children. Piaget's view of development emphasized qualitative stages of growth rather than the mere accumulation of knowledge. According to Piaget, individuals actively construct categories of thought in response to their need to understand the world. When contradictions arise within their existing constructions, individuals reconstruct their understanding to resolve these contradictions." These adjustments ensure that the text flows smoothly while retaining its original essence and message. Constructive-developmental theory, also known as neo-Piagetian theory, extends Piaget's ideas in several crucial ways. Firstly, it broadens the scope of developmental growth beyond the physical world construction studied by Piaget, encompassing how adults construct and interpret their experiences. Secondly, it incorporates emotions in addition to cognition, recognizing their significance in development. Thirdly, while acknowledging qualitatively distinct stages of development, the theory focuses on the transformative processes involved—the challenges, accomplishments, and costs of transitioning from one meaning-making system to another. Fourthly, it considers the inner experience of development alongside its external manifestations. Lastly, constructive-developmental theory encompasses the social context and its impact on development. The fundamental propositions of constructive-developmental theory are as follows:

Individuals actively construct ways of understanding and making sense of themselves and the world, rather than passively receiving an objective

reality. There are identifiable patterns of meaning-making that individuals share, commonly referred to as stages, orders of consciousness, ways of knowing, levels of development, organizing principles, or orders of development.

Orders of development unfold in a specific and unchanging sequence, with each new order surpassing and including the previous order.

In general, individuals do not regress once they have constructed an order of development. The previous order loses its organizing function but remains as a perspective that can be reflected upon.

Later orders of development are more complex, enabling a more comprehensive understanding of the world. However, they are not inherently better in an absolute sense.

Developmental movement from one order to the next is prompted by limitations in the current way of constructing meaning. Increased complexity in the environment necessitates a more sophisticated understanding of oneself and the world.

An individual's order of development influences what they notice, become aware of, describe, reflect on, and can change.

Constructive-developmental theory primarily focuses on two key aspects of development: the organizing principles that regulate individuals' sensemaking (orders of development) and how these regulative principles are constructed and reconstructed over time (developmental movement). An organizing principle is subjective and cannot be reflected upon itself since it

is the means by which individuals engage in reflection. Developmental movement involves individuals gradually becoming more aware of their current subjective organizing principle until they can reflect upon it objectively. However, this leads to the emergence of a new organizing principle to which individuals become subject. Operating from this new principle, individuals can differentiate and integrate more complex life experiences. Developmental movement occurs in response to new challenges that reveal the limitations of the current organizing principle. An order of development emerges from the complex interplay between individuals' meaning-making capabilities and their surrounding social and

Adult development, as described by constructive-developmental theory, is a gradual unfolding process of expanding mental horizons and deepening emotional capacities. It involves the progression through integrated and increasingly complex stages of meaning-making, each stage offering a more effective way of navigating life's complexities. This developmental process is hierarchical, where each new stage transforms the previous stage while encompassing and incorporating its perspectives.

Constructive-developmental theory is based on several key assumptions. Firstly, individuals actively construct their understanding of themselves and the world around them. Secondly, growth occurs in a logical progression, with stages becoming more complex and dynamic over time. Thirdly, each stage transcends and includes the previous stages, resembling an everwidening spiral of development. Fourthly, later stages exhibit greater differentiation, inclusivity, and integration, enabling more optimal functioning in a complex and changing world. However, it is important to note that later stages are not inherently superior but rather more adequate in relative terms.

As development unfolds, individuals become more tolerant of differences and ambiguity, while their defenses decrease. Development is influenced by the interplay between the individual and the environment, recognizing that both factors shape and influence growth. Furthermore, an individual's stage of development influences their perception, awareness, ability to articulate, reflect upon, and influence their experiences. In the context of ego development, which encompasses self-identity, meaning-making structures, and cognitive, behavioral, and emotional growth, the constructivedevelopmental framework builds upon the works of Jane Loevinger (1966, 1976, 1979, 1984) and William Torbert (1987, 1994, 2000, 2010). Susanne Cook-Greuter (1994, 1995, 2004,2013), in collaboration with Bill Torbert, has developed the Leadership Development Framework (LDF), a refined and validated assessment tool with a vast database of profiles. The LDF identifies nine distinct ways of adult meaning-making, referred to as action logics.

These action logics reflect how adults reason and behave in response to their experiences. By understanding and utilizing the constructivedevelopmental framework, individuals and leaders can gain insights into their own developmental journeys. This knowledge supports personal growth, enhances self-awareness, and informs leadership practices, ultimately fostering greater effectiveness in navigating the complexities of life and leading others.

The Ever-Expanding Mind: Unraveling the Mysteries of Developmental Psychology

In the late eighties and early nineties, my journey into the world of developmental psychology began with the prevailing belief that our brains undergo significant development in distinct stages during our formative years. The notion was that by our early twenties, this development comes to a halt, and our cognitive abilities reach a static state. Little did I know then that this understanding was just the tip of the iceberg, and the true nature of the human mind's growth was yet to be unveiled. Thanks to the groundbreaking insights of constructive developmental theories and the extensive research that followed, we have come to understand the profound intricacies of the human mind's expansion. No longer confined to fixed stages, our understanding of the brain's development has evolved drastically. Rather than a one-time process, our minds continuously grow, evolving from birth to the very end of our journey. This paradigm shift in developmental psychology has shed light on the fascinating phenomenon of myelination, a process that continues throughout our lives. The brain's neural connections are continuously reinforced and fine-tuned, allowing us to grow a bigger mind as we encounter new experiences and challenges. We embark on an ever-expanding journey of cognitive growth, perpetually pushing the boundaries of our understanding. In this section, we delve deep into the concept of Different Orders of Mind, exploring the diverse levels of cognitive development that individuals traverse during their lifetimes.

Drawing from the rich research and insights from constructive developmental theories, we will unravel the mysteries of human growth and transformation. As we embrace the idea that the mind is not a static entity but an ever-evolving force, we open ourselves to a world of possibilities. With each passing day, we have the potential to enhance our cognitive capacities, empowering us to navigate the complexities of life with heightened wisdom and insight. Kegan's theory of Constructive-Developmental Theory recognizes that the adult mind continues to develop, albeit in diverse ways for different individuals.

The term Constructive-Developmental Theory encompasses the concept of cognitive development, where we construct meaning about the world around us, and highlights how this process of constructing meaning can evolve. In my journey as a leadership consultant, I had the privilege of working with a manager whose life seemed perfect on the surface. She had achieved impressive career milestones, held a prestigious title on her business card, and was responsible for delivering exceptional results. Yet, beneath the veneer of success, she couldn't escape the feeling of unease and stress that plagued her nights. As we delved deeper into her experiences, it became apparent that she was grappling with a profound question: Who am I, really? In our sessions, we explored the concept of living life from the inside-out rather than being driven by external expectations. It was evident that she had been living a life defined by the beliefs and expectations of others, rather than aligning her actions with her core values and principles. This realization marked the beginning of her transformation from a socialized mind to a self-authored mind. Throughout our journey together, we worked on building a new narrative for her life, one that honored the values and virtues she held sacred. It was a process of shedding the external expectations and reclaiming her authentic self. With each step, she embraced a deeper understanding of who she truly was and the unique beliefs that guided her thoughts and actions. As she made this profound transition, the transformation in her well-being was remarkable. The stress and unease she once experienced gave way to a profound sense of contentment and fulfillment. She discovered newfound energy and agility, which translated into increased efficiency and productivity. It was clear that when she aligned her actions with her inner compass, she not only thrived personally but also became a more effective leader. Her positive outlook on life also underwent a significant improvement. By living authentically and prioritizing her own beliefs and principles, she radiated positivity and inspired those around her to do the same. It was a beautiful journey of growth and self-discovery, as she evolved into a leader who led from a place of inner strength and conviction. In this manager's transformation, I witnessed the power of embracing a self-authored mindset and living life on one's terms. The transition from the socialized mind to the self-authored mind brought about a profound shift in her leadership approach and overall well-being. It was a reminder of the immense potential for growth and fulfillment that lies within each of us, waiting to be unlocked when we choose to listen to our inner compass and honor our true selves.

Drawing inspiration from the pioneering work of Jean Piaget (1952, 1972) , Lawrence Kohlberg (1969, 1981), William Perry (1981), and other influential psychologists, Robert Kegan formulated a theory of adult cognitive development. This theory identifies five stages known as orders of mind, each representing a distinct level of mental complexity. It is important to note that these developmental stages do not indicate higher intelligence or IQ, nor are higher orders inherently superior. Instead, they signify qualitatively more intricate ways of thinking. Kegan's theory provides valuable insights into the progressive nature of adult cognitive development, shedding light on the diverse ways individuals construct meaning and navigate their understanding of the world. The subject/object relationship is a fundamental concept in understanding the different orders of mind within Kegan's theory. It refers to our ability to perceive, take responsibility for, and problem-solve around certain aspects of our experience, which can be considered as objects. On the other hand, there are aspects of experience that we are not aware of, cannot take responsibility for, and therefore cannot problem-solve around, making them subjects. This distinction is exemplified in the difference between a child and an adult's emotional awareness and expression. For instance, a young child experiences emotions without filters and is subject to them. When they feel angry, their anger is transparent, and when they experience joy, they smile. They do not have the capacity to perceive emotions as objects that can be consciously managed. In contrast, an adult may feel anger but choose to suppress expressing it until an appropriate time. The adult is holding the emotion as an object and can exercise control over their impulses. The subject/object relationship reflects what we have within our perceptions versus what has power over us. This subject/object relationship is crucial to understanding Kegan's stage theory of development, which identifies five developmental stages or orders of mind: the Impulsive Mind, Instrumental Mind, Socialized Mind, Self-Authoring Mind, and Self-Transforming Mind.

The progression from one stage to the next involves a subject/object reversal, where what was once subject to us becomes an object of our awareness. It is a process of learning to shift our perspective from unknowingly looking through something to consciously looking at it. This development occurs continuously with gradations between each stage, even though each stage represents a plateau in one's overall development. By understanding the subject/object relationship and the subject/object reversal, we gain insights into how individuals evolve and navigate their cognitive development according to Kegan's theory.

The Socialized Mind

The Socialized Mind, within the framework of Kegan's theory, is characterized by its ability to take one's own needs, interests, and desires as objects of awareness. However, it remains subject to the influence of the social environment and the process of socialization. At this stage of consciousness, one's identity is intertwined with living in relation to others, assuming roles shaped by the local culture. Individuals at this stage are subject to the opinions of others and strongly influenced by their perception of what others want to hear. They tend to rely on authority for guidance and are less inclined to question, exhibiting traits of loyal followers.

The Socialized Mind is driven to seek alignment between itself and its surroundings. Consequently, its underlying structure of meaning-making can be characterized as operating across categories of experience, encompassing a wide range of social contexts. A significant fear for individuals at this stage is the risk of losing favor or acceptance within their social group. Approximately 58% of the adult population falls below the level of Self-Authoring in Kegan's model. When considering the implications of the Socialized Mind for leadership, it's important to recognize that individuals at this stage tend to rely on authority and conform to the expectations of their social environment. As a leader operating from the Socialized Mind stage, one may be inclined to follow established norms, adhere to traditional hierarchical structures, and prioritize the opinions and desires of others. Leaders with a Socialized Mind orientation may excel in roles that require maintaining social harmony, upholding established rules and procedures, and fulfilling expectations set by their superiors or the broader organization. They may demonstrate strong loyalty to the organization and its values, seeking alignment with the existing culture and structures. However, there are also potential limitations associated with leading from the Socialized Mind stage. Leaders may struggle to challenge the status quo, think critically, and question prevailing assumptions. They may be less likely to promote individual autonomy or encourage independent thinking among their team members. Instead, their leadership style may lean towards maintaining stability and following established protocols. To be an effective leader, individuals at the Socialized Mind stage could benefit from developing their cognitive complexity and moving towards higher stages of development. This growth can involve shifting from a reliance on external authority and consensus to fostering greater autonomy, critical thinking, and the ability to hold diverse perspectives.

As leaders progress in their developmental journey, they become more capable of guiding and inspiring their teams towards innovative solutions, embracing change, and nurturing an environment that values individual growth and empowerment. In the fast-paced landscape of modern organizations, a prevailing culture of the socialized mind often lurks beneath the surface, hindering the true potential of individuals and teams. As a consultant, I have witnessed firsthand how this inhibiting culture diverts considerable energy from employees, entangling them in a second job that no one has explicitly hired them to do. Within even the most high-performing organizations, individuals find themselves entangled in a web of preserving their reputations, covering weaknesses, and managing other people's impressions. A complex interplay of politics and self-presentation takes center stage, overshadowing the genuine pursuit of growth and development. In such environments, individuals become adept at presenting themselves in the best light possible, concealing their inadequacies, uncertainties, and limitations. While this may be perceived as a necessary tactic for survival, it inadvertently becomes the single biggest cause of wasted resources within the organization. The socialized mind culture not only stifles individual growth but also undermines the collective potential of teams and the organization as a whole.

As leaders strive to navigate this complex terrain, they find themselves facing obstacles that hinder genuine collaboration, open communication, and innovation. The pressure to conform to existing norms and expectations can be suffocating, leaving little room for risk-taking and embracing change. This leads to a culture where genuine expression and authentic engagement become rare commodities, while conformity and fear of failure dominate the landscape. For leaders seeking to foster a culture of continuous growth and development, dismantling the barriers imposed by the socialized mind becomes a critical challenge. It requires creating an environment that encourages vulnerability, authenticity, and trust, allowing individuals to shed the weight of self-presentation and embrace their true selves. By acknowledging and addressing the hidden obstacles of the socialized mind, leaders can unlock the untapped potential within their workforce. Empowering individuals to embrace their uncertainties and limitations, they pave the way for genuine collaboration, creativity, and innovation. In the following sections, we will explore strategies and approaches for leaders to create a culture that nurtures growth and development, where employees are free from the burden of playing a second job. Together, we will unravel the complexities of the socialized mind and pave the way for a transformative journey towards authentic self-expression and collective advancement.

The Self-Authoring Mind

One day, in a casual conversation with my son when he was in his early twenties, we delved into the concept of the inner compass and living life from the inside-out. As we explored the idea of calibrating his inner compass, he had an epiphany that would forever change his perspective on life. He suddenly realized that being the one in control of his decisions and actions put him squarely in the driver's seat of his life. At first, this realization was enlightening, but it also brought about a sense of unease and trepidation. He candidly expressed his revelation, saying, Hey dad, I've been thinking about what you said about calibrating my inner compass and living life inside-out. It hit me yesterday - if I am the one shaping who I am and what I do, then I can't blame anyone else if I'm not satisfied with my life. I can no longer see the world as unfair or play the victim of circumstances. It's both empowering and scary at the same time! This profound moment of self-awareness became a touchstone in our discussions, a model scene that we revisited frequently. It epitomized the transformative power of transitioning from the socialized mind to a self-authored mind. In this shift, one's cognitive framework undergoes a drastic change, and new organizing principles begin to orchestrate behavior in alignment with the inner compass - considering energy, facts, principles, needs, and behaviors. For my son, this marked a turning point in his personal growth and development. He embraced the idea of taking full accountability for his choices, actions, and outcomes. The realization that he held the power to shape his own path, without pointing fingers or blaming external circumstances, opened up a world of possibilities. It was indeed a moment of liberation, as he shed the limiting beliefs and barriers that the socialized mind had imposed on him.

In embracing a self-authored mind, individuals take ownership of their lives, steering it towards their aspirations and goals. This shift allows them to break free from the constraints of external validation, societal norms, and the need for approval. Instead, they become the architects of their destiny, making decisions in congruence with their inner values and principles. Throughout this book, we will explore the journey of cultivating a selfauthored mind and how it empowers individuals to embrace personal responsibility and authenticity. We will delve into the inner workings of the inner compass and its role in shaping our lives from the inside-out. Together, we will uncover the transformative potential of this mindset, unlocking new levels of growth, fulfillment, and resilience. The self-authored mind is an invitation to step into the driver's seat of our lives, steering it towards a future of self-discovery, empowerment, and genuine satisfaction. Kegan's concept of the self-authoring mind entails the ability to step back from one's environment and observe it objectively, including a critical examination of one's culture. Individuals at the self-authoring stage can discern their own opinions from those of others, allowing them to form an independent seat of judgment. Consequently, they engage in a process of self-authoring their identity, which becomes detached from the influence of their environment. Guided by their internal compass, these individuals become subject to their own ideology, displaying characteristics of self-direction and independence in their thinking.

The self-authoring mind is naturally inclined towards problem-solving that revolves around fulfilling its own personal agenda. During this problemsolving process, individuals at this stage view the surrounding social system as an object of analysis. They hold the social system at arm's length, examining it critically. Therefore, the underlying structure of their meaningmaking can be characterized as operating at the level of systems. Notably, major fears for individuals at this stage include not meeting their own standards or becoming subject to definitions imposed by others. It is estimated that approximately 35% of the adult population has reached the plateau of development known as the self-authoring mind. These individuals possess a capacity for self-directed action and demonstrate strong independent thinking. However, it is essential for them to recognize the importance of diverse perspectives and to avoid becoming overly rigid in their own definitions. Leaders who operate from the self-authoring mind stage of development create an environment that fosters autonomy, encourages critical thinking, and values personal growth and development. They empower their team members to take ownership of their work, contribute their unique perspectives, and engage in problem-solving that considers the larger systems at play. Moreover, leaders at this stage possess the ability to navigate complexity, adapt to change, and promote innovative solutions that align with their personal values, ultimately contributing to the overall success of the organization.

When considering the implications of the Self-Authoring Mind for leadership, it's important to recognize that individuals at this stage have developed a greater sense of autonomy and the ability to critically evaluate their environment, including the prevailing culture. As a leader operating from the Self-Authoring Mind stage, one is able to distinguish their own opinions from those of others and formulate an independent seat of judgment. Leaders with a Self-Authoring Mind orientation tend to be self-directed and independent thinkers. They have a clear sense of personal agency and are guided by their own internal compass, rather than relying solely on external authority or consensus. These leaders are capable of self-authoring their own identities, aligning their actions and decisions with their personal values and beliefs. A Self-Authoring leader is drawn towards problem-solving that aligns with their own personal agenda and goals. They hold the surrounding social system as object, viewing it critically and understanding it as a complex system of interrelated components. Their underlying structure of meaning-making operates at the level of systems thinking, allowing them to consider the broader implications and interconnectedness of their decisions.

However, it's important to note that only approximately 35% of the adult population is at the Self-Authoring plateau of development. While these individuals may demonstrate strong independent thinking and a capacity for self-directed action, it's crucial for them to recognize the diversity of perspectives and avoid falling short of their own standards or becoming excessively rigid in their own definitions. Effective leadership from the Self-Authoring Mind stage involves creating an environment that fosters autonomy, encourages critical thinking, and values individual growth and development. These leaders can empower their team members to take ownership of their work, contribute their unique perspectives, and engage in problem-solving that considers the larger systems at play. They also have the potential to navigate complexity, adapt to change, and promote innovative solutions that align with their personal values and contribute to the organization's overall success.

The Self-Transforming Mind

Encountering leaders operating from the self-transforming mind is a rare and enlightening experience. In my journey as a leadership consultant, I have had the privilege of meeting a few individuals who embody this exceptional mindset. However, it is important to note that leaders with a self-transforming mind are often misunderstood by their direct reports and stakeholders, mainly because their approach to life and leadership is vastly different from those operating from socialized or self-authored minds. For leaders with a socialized mind, external validation plays a pivotal role. Their title on a business card, outward appearances, and the narratives spun around them are of utmost importance. They strive to be perceived as heroes and work diligently to maintain an impeccable image. They carefully craft their brand and diligently manage the stories surrounding them.

On the contrary, for leaders with a self-transforming mind, these external trappings hold little significance. Their focus transcends short-term results and tactical pursuits. They have a profound understanding of the bigger picture, prioritizing long-term sustainability, resilience, and agility. As Catalyst leaders, they steer teams with genuine interest, joy, and pride, fostering creativity and innovation as if it were second nature. One such leader I had the privilege to work with faced severe criticism from direct reports and stakeholders for not conforming to the traditional mold of seriousness. The prevailing narrative around him was that he didn't care about his role or take it seriously enough. However, the truth lay in the remarkable results he achieved, not through grandstanding or self-promotion but through authentic leadership that spoke volumes. This leader demonstrated the true essence of the self-transforming mind. He never sought attention or credit for success, yet his impact on the organization and its culture was profound. His focus on sustainability, resilience, and agility created an environment where innovation flourished and teams thrived. His ability to operate without the need for external validation empowered him to make decisions aligned with the organization's long-term vision, free from the constraints of short-sighted expectations.

Amidst the critical voices, there existed a silent crowd that recognized the power of this leader's approach. They appreciated his genuine care for the team and the organization, his humility, and his unyielding commitment to creating a better future. He became a true role model, not just for his team but for anyone aspiring to embrace the self-transforming mind. Kegan's concept of the self-transforming mind represents the highest level of consciousness in his model. Individuals at this stage possess the remarkable ability to step back from the process of self-authoring and view it as an object of observation. This perspective allows them to simultaneously consider and compare multiple ideologies, while maintaining a cautious stance towards any single ideology. They constantly ask themselves questions like, What am I missing? and How can my outlook be more inclusive? Instead of adhering to either/or thinking, they adopt a both/and mindset, moving beyond binary distinctions. This mindset is characterized by a perpetual quest for problem-solving and a multi-frame perspective that accommodates the contradictions inherent in competing belief systems. As a result, the self-transforming mind engages in a dialectic between different systems of thought. Central to this stage is an acceptance of the incompleteness of wholeness. The underlying structure of meaning-making in the self-transforming mind can be best understood as operating at the level of a system of systems. This means that individuals at this stage perceive the interconnectedness and interdependence of various systems, recognizing that each system is part of a larger whole. They grasp the complexity and interplay between these systems, informing their understanding and decision-making. It is important to note that less than 1% of the adult population has reached the level of the self-transforming mind. Individuals at this stage face fears such as complacency regarding their own identity or the false belief that they have finally learned it all. They remain humble in their pursuit of knowledge and personal growth, acknowledging that their development and understanding are ongoing.

The self-transforming mind holds profound implications for leadership and society, although it is a rare stage of development. Leaders operating from this stage have a unique ability to navigate complexity, embrace diverse perspectives, and hold paradoxes. They foster environments that encourage dialogue, collaboration, and critical thinking, valuing the interconnectedness of systems and promoting holistic approaches to problem-solving. These leaders embrace continuous learning and personal growth, recognizing that true wholeness and understanding are ever-evolving processes. The self-transforming mind has significant implications for leadership. Leaders who have reached this stage of consciousness bring a unique set of qualities and perspectives that profoundly influence their approach to leadership.

Firstly, leaders with a self-transforming mind have a heightened capacity to embrace complexity. They can navigate and understand the intricacies of complex systems, appreciating the interdependencies and interconnectedness of various factors. This enables them to make inform ed decisions and develop holistic strategies that consider the broader implications. Secondly, these leaders actively embrace diverse perspectives. They possess an open-mindedness that encourages them to seek out multiple ideologies and viewpoints, valuing inclusivity in their decisionmaking processes. This inclusive approach fosters an environment where diverse voices are heard and respected, leading to better decision-making and more innovative solutions. Furthermore, leaders at this stage can comfortably hold paradoxes and contradictions. They have the ability to tolerate ambiguity and conflicting ideas without feeling compelled to immediately resolve them.

This skill allows for more creative problem-solving and a deeper understanding of complex issues. Leaders with a self-transforming mind have a perpetual quest for learning and personal growth. They are committed to continuous improvement, challenging their assumptions, seeking new knowledge, and adapting their leadership style based on new insights. This commitment to growth enables them to remain agile and adapt to changing circumstances. A systems thinking mindset is also characteristic of leaders with a self-transforming mind. They can perceive the interconnectedness of various systems and understand how changes in one system can impact others. This holistic perspective enables them to consider the broader implications of their decisions and take into account the longterm consequences for different stakeholders. These leaders create an environment that encourages dialogue, collaboration, and critical thinking. They foster a culture of open communication, where team members feel comfortable expressing diverse perspectives and engaging in constructive discussions.

This inclusive and collaborative approach leads to better problem-solving and promotes a sense of ownership and engagement among team members. Finally, leaders at the self-transforming mind stage are comfortable with change and uncertainty. They embrace the reality of a constantly evolving world and adapt their leadership style accordingly. Their agility and flexibility allow them to navigate ambiguity and effectively lead their teams through periods of transition. In summary, leaders operating from the self-transforming mind stage bring a deep sense of wisdom, inclusivity, and adaptability to their leadership roles. They create environments that foster growth, collaboration, and innovation. Their ability to embrace complexity, diverse perspectives, and change allows them to tackle complex challenges effectively and lead their teams towards success.

Not about good or bad, nor better or worse

The implications of Kegan's theory of human development, particularly the stages of consciousness, have important considerations for our understanding of leadership and human experience in general. In the realm of constructive developmental theories, it is essential to recognize that as individuals grow a bigger mind and progress through different orders of mind, they gain new capacities for navigating complexity and uncertainty. Each level of cognitive growth builds upon the previous ones, providing a broader range of perspectives and skills to draw upon. When someone operates from a self-transforming mind, they have integrated all the capacities from the socialized and self-authored mindsets, allowing them to adapt and choose their responses based on what the situation demands. To illustrate this, consider playing with Lego with a five-year-old child. In the midst of the play, you can fully engage at their level, sharing their joy and excitement. However, you never lose the awareness of your adult mindset, as you may also be thinking about other matters, such as the noise outside or upcoming responsibilities like taxes and car maintenance. The child, on the other hand, may not possess the same cognitive capacity to comprehend these complex matters.

Recognizing this difference between capacities and levels of understanding, it becomes apparent that being judgmental about different orders of mind is not productive. Just as we wouldn't scold a five-year-old for not being able to read or write, we should not impose expectations on others based on their current cognitive stage. Each order of mind has its strengths and limitations, and the focus should be on understanding and supporting growth, rather than labeling one as better or worse than another. Embracing this nonjudgmental stance allows us to appreciate the diverse perspectives and contributions that individuals at various cognitive stages bring to the table. It fosters an environment of inclusivity and collaboration, where people are encouraged to share their unique insights and experiences without fear of judgment. Rather than evaluating someone's worth based on their current level of cognitive development, we can shift our focus to understanding their intentions, skills, and capabilities. In the end, it is about recognizing that growth is a journey, and everyone is on their path of development. By appreciating the different attitudes, capacities, and perspectives that arise at each order of mind, we create an environment that nurtures continuous growth and embraces the potential for transformation. This open-minded and accepting approach lays the foundation for fostering creativity, innovation, and cooperation, ultimately leading to the collective advancement of individuals and organizations alike.

Kegan highlights that different individuals possess different capacities and meet varying mental demands. It's not about being a better or worse person, but rather about having the capacity to handle specific circumstances. The theory emphasizes that bigger is bigger, meaning that higher stages of consciousness offer expanded capabilities and perspectives. One valid area where judgment can come into play is when assessing whether a person's capacities align with the demands placed upon them. If someone's capacities are in line with the everyday demands they face, they are likely to be effective and potentially happy. However, if the demands surpass their capacities, they may feel overwhelmed or struggle to navigate conflicting opinions and seek guidance from more advanced stages. It's important to acknowledge that these stages are theoretical ideals, and most individuals spend their lives transitioning between them rather than residing in a single stage. Transitions can take varying amounts of time, and growth occurs at different rates in different aspects of our lives. Patience is necessary as we navigate our personal development journeys, recognizing that each individual follows a unique path. A central aspect of this theory is the ongoing process of developing wider circles of perspective-taking, both internally (reflecting on one's own thinking) and externally (understanding the thinking of others). It highlights the importance of continuously expanding our capacity to understand and relate to different perspectives.

Additionally, it's worth noting that there are other theories of adult development, such as the work of Jane Loevinger and Bill Torbert, which offer complementary perspectives on ego development. Ultimately, the relevance of this theory lies in humanity's greatest challenge in a globalized world: learning to live in each other's backyards. The complex task of global coexistence requires more advanced thinking beyond the limits of socialized minds. It goes beyond leadership, policies, or technology. It calls for individuals to cultivate more complex thinking and take collective responsibility for meeting the challenges of our interconnected world.

A LEADERSHIP AGILITY FRAMEWORK

In the context of a chapter discussing why leaders need to develop a broader perspective, it is essential to explore a leadership agility framework. This framework provides a structured approach for leaders to enhance their capacity to navigate complex challenges and adapt to a rapidly changing environment. One of my most transformative experiences with the agility framework came when I was working with a team of specialists who were struggling to deliver on their promises. The manager leading this team was known for being diplomatic and polished in his communication, always careful not to stir up any emotions. In front of the team, he appeared flawless, never showing vulnerability or discussing feelings or emotions. However, behind closed doors, he would confide in me, sharing his concerns about the team's performance. He often used the phrase don't poke the bear, reflecting his fear of conflicts and being questioned. Upon interacting with the individual team members one-on-one, I realized that they all had impressive resumes and were capable of saying the right things. Yet, they were unable to function effectively as a cohesive unit. The team culture was one of self-preservation, with team members investing considerable energy into managing their reputations and presenting themselves in the best light possible. They were playing politics, hiding their weaknesses, and avoiding taking ownership of their limitations.

Listening to the manager, I understood that he saw himself as the heroic savior of the company, using a direct and controlling approach. It was a win-or-lose mindset with a task-focused orientation towards people, viewing them as problems to be solved. He spoke about the importance of feedback, but it was mostly used for criticizing and directing, not for fostering growth or collaboration. He preferred one-on-one conversations and struggled to communicate with the team as a whole.

Conversing with the team members individually, I realized that they yearned for coaching rather than being dictated to. They sought collaboration and inspiration, desiring a visionary leader who could unleash their potential. However, their manager's hierarchical mindset and lack of trust limited their growth and performance. To bridge this gap, we decided to focus on reducing the hierarchical structure and building self-trust, relational trust, and organizational trust. The manager agreed to delegate decision-making to where the action was, trusting the specialists to lead the way based on the context's demands instead of enforcing control. With this shift in approach, the team members felt empowered and started to rise to the occasion. They were no longer restrained by a ceiling, and their performance began to align with the organizational goals.

As we continued to foster a culture of empowerment and collaboration, the team's results steadily improved. The shift from a manager-centric approach to a Catalyst-style leadership allowed the team to thrive, tapping into their collective strengths and creativity. The individuals felt valued, trusted, and motivated, and they embraced the vision, working together to achieve shared success. This experience reinforced the power of the agility framework in transforming leadership practices and organizational dynamics. By recognizing the importance of fostering trust, empowering individuals, and embracing a collaborative approach, we were able to unleash the team's full potential and drive positive change throughout the organization. The journey from a manager-led structure to a team-centered culture proved to be a pivotal moment in my understanding and application of agility in leadership. Leadership agility refers to the ability to think and act flexibly, respond to ambiguity, and effectively lead in dynamic situations. It encompasses the capacity to understand multiple perspectives, make informed decisions, and inspire others in the face of uncertainty. Within this framework, leaders are encouraged to cultivate a bigger mind by expanding their cognitive and emotional capacities. This involves developing skills such as self-awareness, empathy, open-mindedness, and adaptability. It requires leaders to embrace a growth mindset, continuously learn, and challenge their existing assumptions and beliefs.

One aspect of a leadership agility