We can choose instead to have a life of meaning and creativity, a life of purpose, a life of service, a life of value. Our lives can change, gradually or even literally overnight, but for the change to occur it means committing to the evolvement of our Soul.

This is not an aggressive approach to leadership, but rather an inviting, affirming and energizing experience. An illustration of this involves the example of honesty. A baby living with HIV, who is in an incredible amount of pain and anguish on a constant basis, smiles a pure smile. He or she is communicating in an authentic and loving manner. This expression carries the fervor of humility and allows the child to truly connect with its caregivers. A connection that "adult" mankind has lost the ability to make.

We are all born with pure, authentic potential. As we grow and mature, humans learn behaviour patterns that deny authenticity of communication because of (amongst others) societal and cultural limitations and constraints. These constraints affect thinking and create unauthentic behaviour patterns. Consider a person who has the desire to express happiness in a certain manner, but is unable to do so because they have learned to express happiness in a different, less self-authentic way.

Sadly, it has become all too common for people to simulate desired behaviours at the cost of inner peace. Herein lies the hypocrisy. When we simulate, we create inner conflict in the desire to avoid confrontation and disagreements with our peers. The behaviour is as puzzling within organizations. Oftentimes colleagues disagree with a statement or action, yet they choose to simulate or adopt a learned behaviour pattern to avoid not only confrontation, but criticism. This is especially true if their values and understanding is vastly different to others within in organisation.

Thus true authentic leadership is embedded in incorporating the notion of authenticity. Living it, acting on it and most importantly communicating it throughout the organisation.

Five Key Leadership Mindset to Embrace the Future

The world of the future will demand capacities that, until now, have been mere options. Have you begun developing those capacities-- in yourself and others?

WE LIVE IN A TIME OF VAST changes that include accelerating globalization, mounting quantities of information, the growing hegemony of science and technology, and the clash of civilizations. Those changes call for new ways of learning and thinking in school, business, and the professions. In the Five Minds for the Future, noted psychologist Howard Gardner defines the cognitive abilities that will command a premium in the years ahead:

The disciplinary mind - Mastery of major schools of thought (including science, mathematics, and history) and of at least one professional craft
The synthesizing mind - Ability to integrate ideas from different disciplines or spheres into a coherent whole and to communicate that integration to others
The creating mind - Capacity to uncover and clarify new problems, questions, and phenomena
The respectful mind - Awareness of and appreciation for differences among human beings
The ethical mind - Fulfillment of one's responsibilities as a worker and a citizen

Armed with these well-honed capacities, a person will be equipped to deal with what is expected in the future - as well as what cannot be anticipated. Without these "minds," individuals will be at the mercy of forces they can't understand overwhelmed by information, unable to succeed in the workplace, and incapable of making judicious decisions about personal and professional matters.

Contact: Nickolette Assy for any further information. 011 483 9900

	July - August 2007

What is authentic leadership? It can be said that genuine leadership is the function of true authenticity. The more leaders allow themselves to engage in the process of and the journey towards authenticity, the more their bearing on leadership is consolidated and heightened. This clarity further enhances their ability to mobilize those around them. Those leaders who have such an innate understanding of themselves and their processes are better equipped to handle crisis situations and are able to think and act authentically. As leaders and employees of organisations become more self-aware, developing an authentic approach to dealing with colleagues becomes imperative. To be truly authentic cannot be brushed off in the context of mere honesty, because honesty has the potential to create negativity in any organisation. Each member of an organisation must be clear in what they want and why they want it. In this way, organisational consistency is achieved and conflict is easily avoided. How to get there? Getting to grips with being authentic. Getting authentic True authenticity requires humility. Yet how do we get there? There are four dimensions in the spectrum of humility. The first two opposing dimensions of the spectrum are Self-respect and Respect for others. Pushed to one extreme, self-respect, although an admirable quality, at its extreme, can be perceived as egotism - "me first then the world". By the same token, if we push respect for others to the opposing level of severity, the person might be seen to be a door-mat or someone who lacks the concept of self-identity. The dichotomy between these two extremes is easily resolved when individuals engage in healthy doses of authentic communication. On the opposite side of the humility spectrum one finds the dimensions of Arrogance and contrary to that, Self-pity. Arrogance is often defined as the person who always says "I am the only one who is capable of achieving", whereas conversely, Self-pity usually entails a large amount of self-inflicted criticism. In the centre of this spectrum is the space where individuals sense that they do have meaning and thereby value. The crux of the matter lies in how a person is able to find a sense of humility, assimilating the four dimensions and finding a balance. Humility allows individuals to see themselves for who they really are. Achieving humility facilitates acknowledgment of the roles other people play in a harmonious way, yet still allowing the individual to value and acknowledge their own contributions. The idea is to develop a mantra which involves intoning "I am not a door- mat, but I have respect for others, without taking advantage of the respect I have for myself. I am confident not meek." True humility is therefore the foundation of authenticity. Acknowledgement of one's own emotions allows one to share empathy with others, which facilitates true, authentic connectedness.	We can choose instead to have a life of meaning and creativity, a life of purpose, a life of service, a life of value. Our lives can change, gradually or even literally overnight, but for the change to occur it means committing to the evolvement of our Soul. This is not an aggressive approach to leadership, but rather an inviting, affirming and energizing experience. An illustration of this involves the example of honesty. A baby living with HIV, who is in an incredible amount of pain and anguish on a constant basis, smiles a pure smile. He or she is communicating in an authentic and loving manner. This expression carries the fervor of humility and allows the child to truly connect with its caregivers. A connection that "adult" mankind has lost the ability to make. We are all born with pure, authentic potential. As we grow and mature, humans learn behaviour patterns that deny authenticity of communication because of (amongst others) societal and cultural limitations and constraints. These constraints affect thinking and create unauthentic behaviour patterns. Consider a person who has the desire to express happiness in a certain manner, but is unable to do so because they have learned to express happiness in a different, less self-authentic way. Sadly, it has become all too common for people to simulate desired behaviours at the cost of inner peace. Herein lies the hypocrisy. When we simulate, we create inner conflict in the desire to avoid confrontation and disagreements with our peers. The behaviour is as puzzling within organizations. Oftentimes colleagues disagree with a statement or action, yet they choose to simulate or adopt a learned behaviour pattern to avoid not only confrontation, but criticism. This is especially true if their values and understanding is vastly different to others within in organisation. Thus true authentic leadership is embedded in incorporating the notion of authenticity. Living it, acting on it and most importantly communicating it throughout the organisation. Markus Moses, Ndawo Consulting For further information, you can contact: Markus Moses Ndawo Consulting marcus@ndawo.co.za Five Key Leadership Mindset to Embrace the Future The world of the future will demand capacities that, until now, have been mere options. Have you begun developing those capacities-- in yourself and others? WE LIVE IN A TIME OF VAST changes that include accelerating globalization, mounting quantities of information, the growing hegemony of science and technology, and the clash of civilizations. Those changes call for new ways of learning and thinking in school, business, and the professions. In the Five Minds for the Future, noted psychologist Howard Gardner defines the cognitive abilities that will command a premium in the years ahead: The disciplinary mind - Mastery of major schools of thought (including science, mathematics, and history) and of at least one professional craft The synthesizing mind - Ability to integrate ideas from different disciplines or spheres into a coherent whole and to communicate that integration to others The creating mind - Capacity to uncover and clarify new problems, questions, and phenomena The respectful mind - Awareness of and appreciation for differences among human beings The ethical mind - Fulfillment of one's responsibilities as a worker and a citizen Armed with these well-honed capacities, a person will be equipped to deal with what is expected in the future - as well as what cannot be anticipated. Without these "minds," individuals will be at the mercy of forces they can't understand overwhelmed by information, unable to succeed in the workplace, and incapable of making judicious decisions about personal and professional matters. Contact: Nickolette Assy for any further information. 011 483 9900	Upcoming Events "The holy-grail" of Authentic Leadership Unlocking my Authentic Self and Exploration of Values and Spiritual intelligence The idea that we have multiple intelligences is now accepted as part of who we are. Emotional Intelligence is about understanding my inner emotional world. Social Intelligence is about my relationships with others. Spiritual Intelligence is about "being". Spiritual intelligence is the ability to be content with ourselves and comfortable in our surroundings, exuding an essence of calmness and serenity. 28th July 2007 Book Now >> Coming Soon!! Five Key Leadership Mindsets to Embrace the Future The world of the future will demand capacities that, until now, have been mere options. Have you begun developing those capacities-- in yourself and others? Coming in August 70 Minute Meditation Join Marcus Moses and Morel Forman for a 70 minute meditation session on Saturday 7th July from 9:10am to 10:20am at Ndawo, 22 1st Ave Houghton. NDAWO Consulting invites you to support a campaign for environmental sustainability. Please invite your friends to participate. www.avaaz.org Just A Minute just-a-minute is about experiencing the power of a peaceful and still mind, starting with just one minute at a time. It's a growing movement for people who feel the need to pause and reflect in the midst of a frenetic modern lifestyle Visit the website » Competition Winners Congratulations to Ahmeda Akoob and Olive Strachan, who have won Ndawo Coaching to the value of R20 000.00!!! Visit the website » Value: Appreciation Life How often do we get so caught up in life? We are caught up in relationships, responsibilities and routines. In this process we often forget why we are here. We forget to see the bigger picture of life and our purpose for living. I need to take time out each day and spend time with myself. I am not a human doing, I am a human being. Throughout the day we get so busy doing that we forget to be. I may have to fulfill many roles in my life, sometimes as a mother, sometimes as a wife, sometimes as a manager, but I need to realize I am more than my roles I am first a soul. When I take time to be who I really am I will then be more effective in what I do.
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