Becoming a Full-spectrum Leader

Leaders today need physical, emotional, analytical, spiritual, systems, cultural and collective intelligence.

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If you are like most people, you ask yourself many questions.

Why are some people bad managers? Why do so many people feel insecure and fearful? Why are others so cynical and judgmental? What makes them great leaders and great managers? Can anybody become a great manager and a great leader and what does it take?

Why do so many organizational managers operate mediocre organizations and struggle to bring the best out of their people? What is the reason for the immense success of some organizations and the failure of others?

The Journey from an Expert to a great Manager and a great Leader

I remember the times when I was making my first steps into management. I have also been fortunate to be part of the lives of many others making their first steps into management. The feeling is of pride, commitment and desire for excellence but often also frustration, anxiety and helplessness because the game has changed.

As experts, we know what we have to do. We were promoted because we are knowledgeable and competent. We have the answers. We strive to be effective, efficient, and productive. We are proud to be high achievers- committed and striving to be the best. We like taking control and we love producing results. However, as we start being responsible to achieve results through others, things become not so straightforward. It feels like we are constantly on a stage exhibiting parts of our character we never knew, and it gets more and more complex and difficult to produce sustainable quality results through others.

It often takes many years before understanding and mastering our own personal dynamics as a leader, as well as the dynamics of the organization we lead. That is if are surrounded by the right role models, and exposed to the right learning opportunities.

I feel blessed for having the opportunity to see so many times the sparkle in people’s eyes when they understand where on their journey from management to leadership they are, what’s ahead, what holds them back and how to move forward. Going through the Leadership Assessment and Coaching process of the Barrett Values Centre methodology we use allows people to address what holds them back so that they can unleash and elicit the innate greatness they have.

Becoming a Full-spectrum Leader

Full-spectrum is about mastering not just one aspect in your life or a specific type of intelligence. It is about mastering and balancing all aspects of who you are: your body, mind, heart and soul.

One of the definitions that I have come to love is the definition of John Mackey, co-CEO and co-founder of Whole Foods Market. According to him leaders today need “analytical, spiritual, emotional, and systems intelligence. Analytical intelligence is what we teach in schools and entails dividing things up to understand them. Systems intelligence is the opposite” — understanding how the puzzle fits together and what the interdependences are. Emotional, mental and spiritual intelligence is about becoming aware of our own needs and successfully fostering the evolution of our consciousness from ego to soul. I would add to that also cultural intelligence and collective intelligence which help us thrive in diverse environments and foster the collective intelligence of groups.

Full-spectrum leadership requires understanding and mastering our own personal dynamics as a leader, as well as the dynamics of the organization we lead. According to the Barrett Values Centre methodology, Full spectrum leaders display all the attributes of the Seven Levels of Leadership Consciousness. They master:

  • [1] SURVIVAL CONSCIOUSNESS by creating an environment of financial security and physical safety for themselves and those in their charge.
  • [2] RELATIONSHIP CONSCIOUSNESS through learning to communicate openly, and by creating a culture of caring and belonging that engenders employee and customer loyalty.
  • [3] SELF-ESTEEM CONSCIOUSNESS by measuring and monitoring progress towards the organization’s goals, and keeping the organization focused on quality and excellence, such that employees feel a sense of pride in the organization’s performance, and can pursue their professional growth.
  • [4] 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.
  • [5] INTERNAL COHESION CONSCIOUSNESS by finding a personal sense of purpose/mission in 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.
  • [6] 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.
  • [7] 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.


Find out now how close you are to being a full-spectrum leader according to the Barrett Values Centre methodology by conducting a Self-Assessment , or contact us to conduct a 360 degrees leadership assessment of the people in your whole team as a way to foster performance and achieve sustainable organizational results.

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