Leaders need to quickly adapt to change
The recent financial crisis has reminded business leaders of the need to quickly adapt to the current context. As aspects of the crisis have lingered, the nimblest leaders have best weathered the storm.
The recent financial crisis has reminded business leaders of the continuous quest to quickly adapt to change. As aspects of the crisis have lingered, the nimblest leaders have best weathered the storm. In this interview, George Vascan, Inner Alchemist Program Director, discusses the importance of a new kind of leadership for anticipating and responding to change. He offers insight into the mind-set and practices of leaders that are able to adapt and thrive in the long term, the various types of intelligence that make up a superior perspective, and the need for Inner Alchemist Leadership.
Why is leadership so important in today’s marketplace?
It’s no secret that change takes place faster today than ever before, and certainly technology has played a key role in accelerating the pace of change. As a result, leaders are forced to fundamentally adjust, and this makes them uncomfortable. A leader’s leadership is a series of choices that, to be effective, must remain consistent with what’s happening in his/her personal and professional contexts. As this environment changes constantly and quickly, a leader that is not prepared to keep pace will ultimately fail. Still, many leaders find it difficult to adjust their leadership.
We believe that leadership is about relationships and the best material for leadership is your couple relationship. The extent to which a leader is capable to create and sustain happiness in their couple relationship correlates with their emotional intelligence, a much-needed trait in leadership. Many are unable to respond in a timely fashion to the need for change in their personal relationships in the first place. Others that are capable of responding more quickly to change in their long-lasting couple relationship are also able to pull ahead, and therefore have a much higher chance of survival when challenges arise in their professional life.
The key to happiness involves moving from profit to purpose, from leaders who tell people what to do, to leaders who ask how they can best support [their team], from rules to freedom, from secrecy to transparency, from open mind to open heart, from instinct to superior controlled behaviours.
What dangers does a leader who does not intend to evolve face?
If a leader chooses a path without incorporating the personal transformation ability on an ongoing basis, this implies putting themselves at risk. In this case, the leader is essentially committing to stagnation or, at best, moving forward as if wearing blinders. Even if they execute their strategy effectively, they may soon find that they are effectively executing choices that are outdated or flawed. In time, failure to change at a fundamental level is reflected in the leader’s performance, and the natural reaction is to simply work harder rather than revise strategy. Unfortunately, this approach only actually works in the short term: greater effort brings the leader closer to maximum efficiency and results temporarily improve, which only reinforces their flawed approach.
Not before long, however, performance declines again, and then the leader has to try something else. All the while, the leader is postponing major transformation, which causes a gradual loss of the ability to change. By the time the leader recognizes the need to adjust course and become ready to act, the process has become extremely difficult, expensive and painful. The fundamental mistake in the leader’s approach is that it frames the issue as "When should I change?".
In reality, a leader should be changing all the time. So, the question is not "When?" but rather "How?" — the process should be gradual, ongoing, and designed to benefit from the current status. For example, learning erotic continence based on love and mutual respect is a practical way to create transformation in your personal relationship. An accelerated one. This will bring multiple and unsuspected professional benefits for both men and women that will dare to apply this cutting-edge approach in their private intimate experiences.
What are the key traits of the leaders that succeed rather than fail?
Successful leaders can be identified in terms of their self-awareness, inner energy, and curiosity. The most successful leaders are never satisfied with their current status quo. This means, of course, that they actually have a personal strategy — it’s difficult to change something that isn’t defined. So successful leaders have a clear idea of what they’re trying to achieve, and they’ve laid out a model for success. At the same time, they’re always trying to improve their approach — to push for greater meaning at work, satisfaction, happiness, to drive up inner energy, and widen the gap between achievement and inner energy usage. They’re always trying to become better and better.
Successful leaders are also somewhat (r)evolutionary. They know what could derail them and they consider various ways of addressing such risks, while aiming to create and deliver value. They’re creative in identifying alternative models, and they actively test these models to see which ones are feasible. When they find a new model that works more effectively, they commit themselves to rolling it out. Gandhi is a classic example of an evolutionary leader. Several times has he identified a new model and improved his leadership in a very fast way. He always underlined the importance of reinvention on a regular basis.
On the structural side, successful leaders are the ones that design themselves to change.
What types of intelligence are the most important for a leader?
Interestingly, there are multiple forms of intelligence, and few of them are particularly important in business:
1. The first is emotional intelligence. The vast majority of decisions we make are based on our emotions. And then we try to rationalize them, because this is what we’ve learned to do. Human beings basically move towards things that give them pleasure, satisfaction and happiness, and away from things that cause them pain.
2. Secondly, rational intelligence is essential. This is the ability to think your way through a problem in a rational way, the sort of intelligence that’s relevant in IQ tests.
3. Third, there’s creative intelligence — the ability to break out of your current thinking and look at things in different ways. The good news is that this can be trained and developed.
4. The fourth type is social intelligence. As we all know, emotions are catchy. And learning to motivate others — to deal with their emotions in order to help them commit in a given direction — is important.
5. Fifth, and maybe the most important, but less known, is erotic intelligence. Erotic energy has fascinated mankind for ages and is seen as an "untouchable" taboo topic, especially in corporations, academia or by leadership pundits. However, this "under the carpet" leadership aspect is part of life and it creates life. It’s well known that a strong erotic appetite is correlated with strong leadership. Integrating erotic continence that is based on love and mutual respect in a leader’s couple relationship will not only bring happiness, inner energy and balance, but also a completely new vision in their entire life, in a very fast, effective and pleasant way. This could be fundamental for any executive.
Someone who has all five forms of intelligence, along with the commitment and courage to learn new skills, is able to truly drive outstanding results.
Simply hiring the smartest people isn’t usually enough, because smartness is measured in terms of rational intelligence. A group of people with above-average rational intelligence may have little or no erotic intelligence. Erotic frustration is a big problem in corporations. And not discussed. Much to come on this area.
Fortunately, all five forms of intelligence can be boosted significantly. Although people are limited by their capacity in each area, each individual can be trained to make the most of his or her ability.
What is the Inner Alchemist program, and how can it help business leaders?
This is a ground-breaking leadership model that teaches simple, clear, fast and efficient techniques on how to combine love, transfiguration and erotic continence to turbo-charge your leadership development. It’s about love, transfiguration, empathy, inner energy, and not about degrading sex. You learn how to intelligently integrate eroticism to create a superior state of leadership consciousness.
It challenges executives to examine whether they are on the right path to meaning, happiness and success. Is their current intimate experience genuine and enduring, or is it masking personal inertia that’s eroding the foundation and will ultimately result in a fatal blow to their leadership? This program analyses the behavioural patterns that demonstrate low, medium, and high erotic IQ. It explores how to improve a leader’s erotic IQ level — and it gives executives practical tools to make their leadership much more effective in the long run. At the end of the program, we expect participants to return to their couples and organizations with several clear personal initiatives that will massively impact their inner, couple and professional lives.
Who should attend this program?
It’s best suited for men and women who are truly motivated to make a difference in their self-leadership — those at various levels who understand or want to discover practical keys on smart eroticism, love and accelerated transformation. It’s also ideal for those who are trying to develop their leadership by accessing an immense source of inner energy, and for those who are concerned about their intimate relationships’ happiness and satisfaction.