In an earlier blog you read how we combine content and process with behavior in our work. In our opinion, all three aspects are indispensable because they reinforce each other. To make behavior negotiable, we use various behavioral methods. In this article, the first in a series of three, tells Simone Halink more about the Conscious Leadership behavioral model.

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The power of behavioral methods

What makes Summiteers unique is our focus on behavior alongside content and process. We strongly believe in behavior as a building block for success. After all, delivering high-quality content through a tight process is not enough if effective collaboration is not possible. To make behavior negotiable, at Summiteers, we have a number of behavioral methods that we are a fan of. A simple behavioral model can help people to constructively discuss behavior, learn from it and also laugh about it. Behavioral methods are therefore an important tool in our work, internally and with the customer. In this article, we focus on Conscious Leadership.

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Sit above or below the line

The model itself is powerful because of its simplicity, because it's just a black line. If you are above the line, you have an open, curious attitude and are open to learning from your environment. If you are below the line, you have a closed or defensive attitude and you would like to be right. Throughout the day, you constantly switch between these two states of being.

Exactly where you are doesn't really matter. Nor is it a goal to always be above the line. It's mainly about becoming aware of exactly where you are. Where you are in the moment gives you useful information about how you relate to yourself and the world around you. This means that you can explore what there is to learn from that awareness and then also create opportunities.

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Below the line, behavior has a function

When you are below the line, there is often a legitimate reason for it. 'Below the line' behavior often comes from self-protection. The ego has three basic needs: security of life (safety — survival), approval from others, and control over the situation. And the ego draws you below the line as soon as one of these three is involved. Step 1 is recognizing when that happens, when you are below the line.

When you have to give an exciting presentation, for example, there is a high chance that you will easily go below the line. The tension of having to perform often puts you in that state of being. By being aware that you are below the line, you know that you tend to think more narrowly, react more quickly out of uncertainty, or want to be right. That insight gives you the opportunity to act more consciously. This way, you can ensure that certain behavior does not take the upper hand.

Below the line, behavior is very human. It is often a survival mechanism; a behavioral pattern that you have taught yourself and that gives you a sense of safety and control. Think of someone with the habit of wanting to solve everything by themselves. With behavior below the line, you can do a lot of things and be successful in certain situations, but you will do it alone. Conscious Leadership is the choice to act consciously in connection with others and to come to new insights and solutions together, which is important in all situations where others play a role. Above the line behavior is necessary in group processes, such as change processes (developing new patterns) or difficult decision-making (looking for the common interest). Even if you want to use creative or innovative potential, it's best to be above the line.

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Conscious Leadership in practice

In practice, this model works well as an intervention in a group where the three basic needs (see above) of ego are under pressure. This is often reflected in individuals in a group (it is not a team) who exchange opinions over and over again and do not listen to each other. It is a one-way street. You're making your point (or finding a parenthesis in the other person's story — responding to someone else) instead of listening to understand (out of curiosity — responding to someone else). Then there is no connection and that stands in the way of creativity.

In such a situation, Conscious Leadership acts as a means of becoming aware of your behavior and exploring what you have to learn in this situation. First of all, you do this in conversation with yourself: what is my truth here, why am I getting out of my mind? What pattern do I recognize here and how can I break it? If I had no goals in this conversation, how would I set myself up? Such a conversation or investigation in wonder with and about yourself is very fertile ground for changing behavior.

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Three tips for getting started with Conscious Leadership

If we've made you curious about doing more with Conscious Leadership, we have a few more tips.‍

1. Delve further into Conscious Leadership

To begin with, we can this video highly recommended by Conscious Leadership Group. On this website, you will also find many other interesting videos and resources related to this topic. Check out what you recognize about yourself.

2. Ask yourself a few times a day, where am I?

Am I currently below or above the line? If you're wondering this, describe for yourself what's happening. What kind of things do you think? What kind of things do you say? What do you feel happening in your body? Are all triggers that help you recognize whether you're above or below the line? This handout helps you learn to recognize your behavior. For example, use the “Mind Jogger” app and set the app to ask you this question a number of times a day. So you can keep practicing with it quite easily.

3. Don't weaponize it

Important to repeat: it is not a goal to always be above the line. The model helps you develop awareness about where you are in the moment. It's not about what the other person does or where the other person is, it's about where you are and what you can learn and change from that awareness of the situation.

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About Summiteers

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