November 23, 2025 • 16 mins
It has been said by Nancy Anderson that "courage is not the absence of of fear: rather it is the ability to take action in th face of fear."
I have found that's what it's like in introducing heart/spiritual leadership within the workplace. When we recognise we don't live in 'little boxes' of work lives, community lives, lives as workers and employers and lives as parents, spouses or children. We live in one life where the same values and behaviours apply to all then we experience and inner peace. We have freedom to truly express ourselves in all avenues of our lives - our heart sings and we truly are leaders without title.....
Dream Dare Dazzle
I have found that's what it's like in introducing heart/spiritual leadership within the workplace. When we recognise we don't live in 'little boxes' of work lives, community lives, lives as workers and employers and lives as parents, spouses or children. We live in one life where the same values and behaviours apply to all then we experience and inner peace. We have freedom to truly express ourselves in all avenues of our lives - our heart sings and we truly are leaders without title.....
Dream Dare Dazzle
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:06):
Hi everyone, and welcome back to at leadership and we've
been looking at and exploring the path of courage.
Speaker 2 (00:19):
Last week we asked ourselves a question, what does spirituality
mean to you? And what does spirituality mean to you
within the workplace? So let's explore this a week bit
more this week and start looking at inviting spirituality within
(00:42):
the workplace. Leadership can, and I believe, occurs all levels
with an organization. It meant ERGEs when people have the
courage to incorporate a few simple truths a being in
their whole lives. The more I believe we live from
(01:04):
our spirits, the more we recognize we don't have work lives,
home lives, community lives, lives as workers, employees, employers, lives
as parents, spouses, are children, each of us who's one life,
and it seemless and continues when we view our lives.
(01:30):
I believe the segmented we experience we begin to experience stress.
When we experience our lives as whole, as the same
truths and core values governing all parts, we experience peace
and within the safety world, we talk about leadership without title.
(01:52):
Everyone has an individual in joint responsibility for looking after ourselves,
looking after each other, looking after our organizations, looking after environment,
looking after our communities. A closer look at the few
simple truths of courageous leadership demonstrates how these truths can
(02:20):
indeed be lived in all parts of our lives, but
each and every one of us. Although the examples focus
on people in traditional management roles, I've seen some dynamic
displays of leader these type of leadership callses by people
(02:41):
throughout organization in what I would call heart respecting organization.
The role of the boss, the manager, and leader. You
could say it's almost unnecessary those roles are but everyone
at different times in different projects. If we have a
(03:07):
heart leadership a spirited organization, it's important that leadership callities
spread infectiously from person to person, and that everyone has
what one would call an acceptability of it, a commitment,
a determination to create workplaces that will improve our organizational
(03:30):
competitiveness and also increase our individual and collective satisfaction within
our workplace, workplaces, communities, and in all aspects of our lives.
For some, when we talk about inviting heart leadership, some
(03:55):
would call it spirit within our leadership, that deep knowing
within that deepness it gives us vibrances. As I mentioned previously,
that's the sense of feeling the spirit, the energy. You
(04:16):
probably know. I live in Scotland and there was great
spirit and energy when Scotland is now made into the
world cup palpable the energy within individuals within the country.
That's the type of spirit the energy that I mean.
(04:39):
And some would say this and built energy is as
natural as breathing to all of us at some point
in our life. Only we find out that once we
find out that people could hurt us, retaliate against us,
or use us to protect an ego, whatever the legal
(05:01):
position is, and they could do it, they could damage
us to we start becoming afraid to live from the heart,
live from our spirits. To person who's charged with responsibilities
to produce results from a work unit controls, it's safe
(05:22):
for them, the unit may never achieve its potential. That
control can usually ensure an outcome that's acceptable by traditional standard.
There's a laddie manager I know whoda dynamic industrial plant
that he manages, says of says all of what we
(05:47):
could class as a traditional workplace. We'll figure out how
to get ten percent from our folk, our people, and
we'll figure out how to make the system work by
only using that small ten percent.
Speaker 1 (06:02):
Aye.
Speaker 2 (06:04):
The courageous leader doesn't accept mediocracy. Good enough The lad said,
good enough serves neither the work unit nor the people
people in it. It doesn't produce the results that will
retain competitveness, competitiveness and quality and quality, costs and effectors,
(06:28):
or any other measure of organizational success over an extended
period of time. It doesn't stimulate or energize the workers,
either to day or over time without faith, of heart,
of spirit and commitment to guide them. Courageous leaders make
(06:50):
themselves available for what wants to happen, Aye, And that's
what wants to happen with general all guidelines, with goals,
with a framework, a framework of service quality, and that's
(07:12):
what they have to allow them to allow everyone to
unleash their creativity and learn. Everyone learn to do their
very best, and that continues to learn over time, and
it allows people to be better and better day by day.
(07:33):
For most managers, what I call the control thing aye
is born out of a host of free we're afraid
or work unit won't be expectations we might lose our job.
The unit make out of existence or department because out
of existence. We're afraid that if people do well without us,
(07:56):
we'll be with it. A job will lose it. We're
afraid it will be embarrassed before a peer for trying
something new, for something we can't guarantee results. We're afraid
that when we lose our jobs, we won't find others,
that those who suppose our love us will leave us
and go away. So we settle for good enough. When
(08:22):
we settle for that, it's because we become so attached
to what we believe must be, what we must be,
we're unable to let go of these limitations, self limiting
barriers tell us to be our greatest version of ourselves
(08:42):
when we're willing to accept the control limits, these control
limits and bocks they have. These barriers block our potential.
We then started when we let go that, we start
to approach, get into the area of courageous leaders. And
(09:05):
that's what we need just now, because we've got such
a fast, volatile some call it the vooka volatile, a
ever changing global market. I believe there's a greater organizational
(09:26):
life waiting for us, waiting for all of us, if
only you were willing to let go our attachment to
the old organizational life that they've planned, so we'll let
go organizationally. Most of us discover there's a much better, stronger,
(09:47):
more vibrant, zesty personal life waiting for us than the
one that we had planned. There are no lines in
our life. There's no buckets that we put our and
there's no small frameworks that we put ourselves in, and
(10:09):
we find, as I said previously, there there's no lines
in our lives. It's one place, in one way. One
core values and behaviors that we live will live from
the heart, place, we live from spirit at work, we'll
begin to live in other dimensions of our lives. When
(10:30):
we do that, it's in all aspects of our lives.
When our courageous, we're able to face ego driven fears
and accept them as guardians to show that we carefully,
diligently consider our risks rather than prison guards to prevent
(10:52):
us from action. In duism, there's a concept called we weigh,
which means without doing or causing or making. In essence,
it means that we don't force things that don't want
to happen, but look for innovative, effortless ways to accomplish
(11:14):
our outcomes. We're way has been compared to water flowing
over rocks. It doesn't flow in a learnar mechanical way.
It more easily finds its way by being sensitive to
laws of nature tumbling over and around. When we make
ourselves available for what wants to happen, we act from heart,
(11:38):
from our heart place. We are from caring. We act
from loving. We choose the easy and effortless route to
her objective rather than using a forceful directive combatiitive approach
to the same challenge. In order to reap the benefits
(11:59):
of of either we weigh or the law of least effort,
we must create an environment in which those that work
with us for us experience safety and making suggestions and
being creative and trying new things. Every challenge that comes
over the horizon is an opportunity. It's not a block.
(12:24):
It's like, oh no, not another day, not another firefighting.
It becomes this opportunity, Aha, what can we do? How
can we do this better? And once worked with an
organization the name of wl Gore which was in the
(12:48):
central Scotland. Marvelous organization was a very flat organization, but
everyone's same shared the same core value within it and
the innovation and creativity they had was exponential. They had
(13:09):
this simple rule and use the metaphor of a ship providing,
please use your creativity, your spirit to be innovated. If
there's a potential possibility it's below the waterline and you
could sink the vessels the ship that may sink it,
(13:32):
speak to someone, speak to what we would call a
technical authority, an engineering authority, bounce off thumb, involve the
wider community. But until you do that, just be as
creative as possible. And within wl Gore, the leaders were
(13:57):
chosen from the workshop. Now, from an organization and maturities perspective,
they were a very mature organization. But I believe that
everyone in every organization has a potential to have this
form of maturity to grow and be stronger and stronger.
(14:21):
I believe that neither a learning nor a loving enfornment
can merge from a directive, hierarchical workplace or from a
controlled society such as ours without nurturing. And that's what
we'll go would do. Part of the natural rism of
who we acknowledge that sees throwing the points hardened soil
(14:45):
would really sprout an environment that's been manipulated until the
ability to function naturally this has been disabled. Nature requires
assistance in preparation, getting the soil ready, planting, watering the seeds,
the systems is the work of the leader. Patience real
(15:11):
patients rewards a leader who's willing to commit to creating
an environment. So we all have that shared responsibility of
being leaders without title, creating nurturing environment that calls that
and it allows us to support support the hat within
(15:34):
our business, within our world. Actually, and next week we'll
talk a bit more in depth about leading from the
heart and moving away from traditional manners managers who work
in autopilot. Until then, please dream, dare, and dazzle your world.
(16:02):
The King through the continue
Hi everyone, and welcome back to at leadership and we've
been looking at and exploring the path of courage.
Speaker 2 (00:19):
Last week we asked ourselves a question, what does spirituality
mean to you? And what does spirituality mean to you
within the workplace? So let's explore this a week bit
more this week and start looking at inviting spirituality within
(00:42):
the workplace. Leadership can, and I believe, occurs all levels
with an organization. It meant ERGEs when people have the
courage to incorporate a few simple truths a being in
their whole lives. The more I believe we live from
(01:04):
our spirits, the more we recognize we don't have work lives,
home lives, community lives, lives as workers, employees, employers, lives
as parents, spouses, are children, each of us who's one life,
and it seemless and continues when we view our lives.
(01:30):
I believe the segmented we experience we begin to experience stress.
When we experience our lives as whole, as the same
truths and core values governing all parts, we experience peace
and within the safety world, we talk about leadership without title.
(01:52):
Everyone has an individual in joint responsibility for looking after ourselves,
looking after each other, looking after our organizations, looking after environment,
looking after our communities. A closer look at the few
simple truths of courageous leadership demonstrates how these truths can
(02:20):
indeed be lived in all parts of our lives, but
each and every one of us. Although the examples focus
on people in traditional management roles, I've seen some dynamic
displays of leader these type of leadership callses by people
(02:41):
throughout organization in what I would call heart respecting organization.
The role of the boss, the manager, and leader. You
could say it's almost unnecessary those roles are but everyone
at different times in different projects. If we have a
(03:07):
heart leadership a spirited organization, it's important that leadership callities
spread infectiously from person to person, and that everyone has
what one would call an acceptability of it, a commitment,
a determination to create workplaces that will improve our organizational
(03:30):
competitiveness and also increase our individual and collective satisfaction within
our workplace, workplaces, communities, and in all aspects of our lives.
For some, when we talk about inviting heart leadership, some
(03:55):
would call it spirit within our leadership, that deep knowing
within that deepness it gives us vibrances. As I mentioned previously,
that's the sense of feeling the spirit, the energy. You
(04:16):
probably know. I live in Scotland and there was great
spirit and energy when Scotland is now made into the
world cup palpable the energy within individuals within the country.
That's the type of spirit the energy that I mean.
(04:39):
And some would say this and built energy is as
natural as breathing to all of us at some point
in our life. Only we find out that once we
find out that people could hurt us, retaliate against us,
or use us to protect an ego, whatever the legal
(05:01):
position is, and they could do it, they could damage
us to we start becoming afraid to live from the heart,
live from our spirits. To person who's charged with responsibilities
to produce results from a work unit controls, it's safe
(05:22):
for them, the unit may never achieve its potential. That
control can usually ensure an outcome that's acceptable by traditional standard.
There's a laddie manager I know whoda dynamic industrial plant
that he manages, says of says all of what we
(05:47):
could class as a traditional workplace. We'll figure out how
to get ten percent from our folk, our people, and
we'll figure out how to make the system work by
only using that small ten percent.
Speaker 1 (06:02):
Aye.
Speaker 2 (06:04):
The courageous leader doesn't accept mediocracy. Good enough The lad said,
good enough serves neither the work unit nor the people
people in it. It doesn't produce the results that will
retain competitveness, competitiveness and quality and quality, costs and effectors,
(06:28):
or any other measure of organizational success over an extended
period of time. It doesn't stimulate or energize the workers,
either to day or over time without faith, of heart,
of spirit and commitment to guide them. Courageous leaders make
(06:50):
themselves available for what wants to happen, Aye, And that's
what wants to happen with general all guidelines, with goals,
with a framework, a framework of service quality, and that's
(07:12):
what they have to allow them to allow everyone to
unleash their creativity and learn. Everyone learn to do their
very best, and that continues to learn over time, and
it allows people to be better and better day by day.
(07:33):
For most managers, what I call the control thing aye
is born out of a host of free we're afraid
or work unit won't be expectations we might lose our job.
The unit make out of existence or department because out
of existence. We're afraid that if people do well without us,
(07:56):
we'll be with it. A job will lose it. We're
afraid it will be embarrassed before a peer for trying
something new, for something we can't guarantee results. We're afraid
that when we lose our jobs, we won't find others,
that those who suppose our love us will leave us
and go away. So we settle for good enough. When
(08:22):
we settle for that, it's because we become so attached
to what we believe must be, what we must be,
we're unable to let go of these limitations, self limiting
barriers tell us to be our greatest version of ourselves
(08:42):
when we're willing to accept the control limits, these control
limits and bocks they have. These barriers block our potential.
We then started when we let go that, we start
to approach, get into the area of courageous leaders. And
(09:05):
that's what we need just now, because we've got such
a fast, volatile some call it the vooka volatile, a
ever changing global market. I believe there's a greater organizational
(09:26):
life waiting for us, waiting for all of us, if
only you were willing to let go our attachment to
the old organizational life that they've planned, so we'll let
go organizationally. Most of us discover there's a much better, stronger,
(09:47):
more vibrant, zesty personal life waiting for us than the
one that we had planned. There are no lines in
our life. There's no buckets that we put our and
there's no small frameworks that we put ourselves in, and
(10:09):
we find, as I said previously, there there's no lines
in our lives. It's one place, in one way. One
core values and behaviors that we live will live from
the heart, place, we live from spirit at work, we'll
begin to live in other dimensions of our lives. When
(10:30):
we do that, it's in all aspects of our lives.
When our courageous, we're able to face ego driven fears
and accept them as guardians to show that we carefully,
diligently consider our risks rather than prison guards to prevent
(10:52):
us from action. In duism, there's a concept called we weigh,
which means without doing or causing or making. In essence,
it means that we don't force things that don't want
to happen, but look for innovative, effortless ways to accomplish
(11:14):
our outcomes. We're way has been compared to water flowing
over rocks. It doesn't flow in a learnar mechanical way.
It more easily finds its way by being sensitive to
laws of nature tumbling over and around. When we make
ourselves available for what wants to happen, we act from heart,
(11:38):
from our heart place. We are from caring. We act
from loving. We choose the easy and effortless route to
her objective rather than using a forceful directive combatiitive approach
to the same challenge. In order to reap the benefits
(11:59):
of of either we weigh or the law of least effort,
we must create an environment in which those that work
with us for us experience safety and making suggestions and
being creative and trying new things. Every challenge that comes
over the horizon is an opportunity. It's not a block.
(12:24):
It's like, oh no, not another day, not another firefighting.
It becomes this opportunity, Aha, what can we do? How
can we do this better? And once worked with an
organization the name of wl Gore which was in the
(12:48):
central Scotland. Marvelous organization was a very flat organization, but
everyone's same shared the same core value within it and
the innovation and creativity they had was exponential. They had
(13:09):
this simple rule and use the metaphor of a ship providing,
please use your creativity, your spirit to be innovated. If
there's a potential possibility it's below the waterline and you
could sink the vessels the ship that may sink it,
(13:32):
speak to someone, speak to what we would call a
technical authority, an engineering authority, bounce off thumb, involve the
wider community. But until you do that, just be as
creative as possible. And within wl Gore, the leaders were
(13:57):
chosen from the workshop. Now, from an organization and maturities perspective,
they were a very mature organization. But I believe that
everyone in every organization has a potential to have this
form of maturity to grow and be stronger and stronger.
(14:21):
I believe that neither a learning nor a loving enfornment
can merge from a directive, hierarchical workplace or from a
controlled society such as ours without nurturing. And that's what
we'll go would do. Part of the natural rism of
who we acknowledge that sees throwing the points hardened soil
(14:45):
would really sprout an environment that's been manipulated until the
ability to function naturally this has been disabled. Nature requires
assistance in preparation, getting the soil ready, planting, watering the seeds,
the systems is the work of the leader. Patience real
(15:11):
patients rewards a leader who's willing to commit to creating
an environment. So we all have that shared responsibility of
being leaders without title, creating nurturing environment that calls that
and it allows us to support support the hat within
(15:34):
our business, within our world. Actually, and next week we'll
talk a bit more in depth about leading from the
heart and moving away from traditional manners managers who work
in autopilot. Until then, please dream, dare, and dazzle your world.
(16:02):
The King through the continue
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