![]() ![]() The biggest trap in our game is believing that being above the line is how you win the game. In fact, like all great games our game has subtle traps, cul-de-sacs in which a player can get stuck and spend lots of time. Our role as gamekeepers is to remind new and old players alike that the goal of the game is NOT to be above the line. When people first hear about our game and see the board they usually come to the conclusion that the way you win the game is by being (and staying) above the line as much as you can. Like most games, our game has a goal, an ultimate outcome, a way to win. We go from presence to drifting to drama to shifting. On the journey we go through various states: To Me, By Me, Though Me and As Me. Like many great games, our game involves a journey. There are bases that players stand on: victim, villain, and hero and creator, coach, and challenger. On the field there’s a line players are either above the line or below the line. So instead we play a game, and like many games, our game has a playing field. There is, and at the Conscious Leadership Group it’s not our purpose or a priority to talk about this research. Now this is not to say that there isn’t a growing body of research on the validity of consciousness, presence, and mindfulness for producing all kinds of cool outcomes in the workplace. When you play Candy Land or Scrabble or hide and seek who asks, “Could someone tell me why this is a valid use of our time? Has there been any serious study and research on the efficacy of Candy Land? Is there any neuroscience evidence that supports this activity?” If someone asked questions like these, the other players at the table would probably say, “Take a chill pill Bob. Second, if it’s a game we don’t need to spend time giving the science, data, ROI or evidence for why we believe consciousness is a valid and valuable aspect of leadership. This is a key to playing the game skillfully and to wanting to keep playing the game for a long time. This serves several purposes:įirst, right up front it creates the intention to play and not take ourselves, or the game, too seriously. ![]() Often when we teach the commitments of conscious leadership we begin by asking leaders if they’d be willing to play a game. ![]()
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