ABOVE THE LINE
OPEN CURIOUS COMMITTED TO LEARNING
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BELOW THE LINE
CLOSED DEFENSIVE COMMITTED TO BEING RIGHT
The first mark of conscious leaders is self-awareness and the ability to tell themselves the truth. It matters far more that leaders can accurately determine whether they are above or below the line in any moment than where they actually are. Distortion and denial are cornerstone traits of unconscious leaders.
When coaching leaders, use the tool of feedback. Gather lots of data from multiple sources and give leaders feedback about how they are seen in the world and about how they appear to be wired at a personality level. Leader after leader will interpret this direct feedback as a threat to their identity and go below the line. It is a natural reaction.
For this reason, knowing when you are below the line is more important then being below the line. Leaders are in real trouble when they are below the line (closed, defensive and committed to being right and keeping their ego alive) and think they are above it. This leadership blindness is rampant in the corporate world.
CHOOSING TO SHIFT
Why is it so important to be above the line?
Creativity, innovation and collaboration (all keys to high-level problem solving) occur best when we operate above the line. In fact, they don't occur at all below the line, where it is necessary to be if your physical well-being is threatened and you need to fight, flee, freeze, or faint. In such a situation, survival trumps high-level problem solving, creativity and collaboration. Most leaders work in environments in which creative problem solving is necessary for winning, but this is available only when leaders lead from above the line.
Source: "The 15 Commitments of Conscious Leadership" http://www.conscious.is