Appendix B

Leading Leaders with the Psychology of Environment

By Arthur F. Carmazzi

In a world where information travels faster than ever, the expectations of work and leaders have changed significantly in just a few years, and with those expectations, the emotions and motivations that affect our jobs and our lives. The goal … to develop leaders rather than followers.

With so much distraction and instant emotional gratification, the average employee waits to be told what to do. They do not see, feel or understand the bigger picture of their role in an organization. Some leaders chalk it up to ‘Poor Attitude’ or ‘Mentally Challenged’ employees. The reality may be more of a Poor Environment created by leaders unaware of the new psychology of a modern society. To cultivate leaders in an organization, and lead them to greater achievements, a new psychological form of leadership called ‘Environmental Leadership’ must be applied.

Each individual has various environments that bring out different facets of his own Identity, and each is successful in one area or another. The key is the emotionally charged perceptions within each environment … The Environmental Leader creates a platform through education and awareness where individuals fill each other’s emotional gratifications and become more conscious of when, and how they affect the group dynamics in positive or negative ways. This sets the foundation for the cultivation of a unified culture where people ‘feel’ that they are an important part of a greater goal, and their role in attaining that goal also serves them on a personal level.

In essence, an Environmental Leader is the sculpture of an Organizational Culture that promotes confidence and responsibility, to act on what needs to be done to achieve the organizational objectives in the way dictated by the culture.

Environmental Leadership is not about changing the mindset of the group or individual, but the cultivation of an environment that brings out the best and inspires the individuals in that group. It is not the ability to influence others to do something they are not committed to, but rather to nurture a culture that motivates and even excites individuals to do what is required for the benefit of all. It is not carrying others to the end result, but setting the surrounding for developing qualities in them so that they may lead each other. This leader implements a psychological support system within a group that fills the emotional and developmental needs of the group while nurturing self leadership within that group.

The path to becoming an Environmental Leader however, is founded on a bed of self-discovery and laid with the tiles of group psychology. Only when we have an understanding of how ‘we’, as a leader, affect the ‘system’ of a group, and how that system affects us, then can we evolve to Environmental Leadership.

At a glance, it may seem a daunting journey, yet this path has a structure—a structure in the application of Directive Communication Psychology to influence the group’s system. And as with any structure, it can be followed to create a specific result.

The first step is to realize that every action you take, every decision you make, no matter how small, will affect the group and the organizational culture. Whether it is positive or negative, there will be an effect. The second thing is that when any individual in a group reacts, it will affect you and each of the other members of that group, and with this a corporate culture is created.

A fundamental of any leadership has always been trust. And while there are many facets to trust and how to build it, one crucial area is in sharing what you know. First, start with this article. The ‘group’ dynamics are best suited by getting the ‘group’ involved. The Environmental Leader does not develop followers but nurtures leaders and leadership in their group or organization. To facilitate this, the knowledge of how to be an Environmental Leader must be disseminated throughout. The more people understand the essence of becoming an Environmental Leader, the easier it becomes to cultivate a Leadership enriched environment, and the better results everyone will attain.

Cultivating a corporate culture where leaders develop leaders and decisions are competently made to achieve the organizational objectives is an achievable outcome. And it starts with understanding the 7 key psychological influences an Environmental Leader manages (2 keys of personal awareness and 5 pillars of transformation) to cultivate a group and culture that effectively supports the greater abilities and fulfillment, even passion, of the members of that group, and nurtures leadership within.

2 Keys of Personal Awareness

It is self-awareness that leads to the recognition of the keys, which must be accepted before the Environmental Leader can build the final 5 pillars of a transformational environment. The first step is the ability to realize that we will consciously or subconsciously wrong others if we make them support our ego; this leads to blame and takes us away from growth. Learning about our ‘Encoded Assumptions’, our ‘Rules of Engagement’, and our ‘Circle of Tolerance’ helps us recognize the reactions that are preventing a speedier growth for ourselves and those around us.

Key number 1: Concentrate on growth and results; do not blame or wrong others.

The next step is making others right, making leadership decisions and taking actions that help others succeed and develop their abilities. And when they do succeed, the specific acknowledgment of their success and why they were successful is important. Learning the ‘Colored Brain’ and how our genetic processing affects the way we perceive the world and approach tasks and decisions, and what that means in manifesting our ‘natural’ talents not only makes this easier, but gives us a better platform to understand, cooperate, and communicate with others.

Key number 2: Create opportunities to make others successful and positively acknowledge their specific actions that lead to success.

Building the 5 Pillars of Transformation

The 5 pillars are the cornerstone of a leader’s ability to modify group dynamics, to nurture an environment that inspires and brings out the best in others. And, it is the process of constructing the 5 pillars themselves that facilitates the leader, and his team, and gives them the ability to embrace the two keys of personal awareness. This course of creation acts as a leadership catalyst to the implementation of the keys and causes modification in the leader’s own behaviour which advances that leader into a more powerful Environmental Leader.

You Must Have a Greater Purpose

The team must have a purpose that is greater or nobler that the personal goals of each individual. Yet, realization of this greater purpose should be equally fulfilling to each individual. The role of an Environmental Leader is to inspire this noble idea. To make the group or team want it, and be willing to take action to achieve it for the cause, for the promise of a greater working environment and a greater self.

You Must Have a Methodology You Believe Can Make a Change

The team must believe that change can happen, and that they as a group can make it happen. They must believe that their own behaviour can be improved; that they, as human beings, can be better people. They must believe that there is a way through a common wisdom in the group; they can be powerful enough to change organizational culture to a more fulfilling environment for the betterment of their own life.

But to believe any of this, the people must have and recognize a psychological methodology that can effectively make change happen.

You Must Speak a Common Language

The methodology carries with it a specific language. The language reinforces the learning and the higher purpose. It sets a foundation to understand and explain awareness, change and a higher level of living in a concise and effective way.

The role of the Environmental Leader is to use and reinforce the use of the language in the group to set the example of applying communication that supports the greater cause.

You Must Have a Unified Identity

The label or name given to a cause provides a psychological reference to a common goal and a common Identity. The role of the Environmental Leader is to solidify that identity, to facilitate the group or team to associate themselves with that identity and everything it represents. To distinguish those who are a part of the greater purpose and give them a group vision.

You Must Maintain an Internal Supportive Environment

The role of the Environmental Leader becomes to nurture and develop environmental leaders within the teams and the organization.

At this stage, the environment created will fulfill much of the constantly expanding emotional gratifications. This environment provides a greater substance and meets the greater expectations of the modern world. Yet it cannot be developed without the right leadership. And, an Environmental Leader must go in to this knowing that as the process matures, he will no longer be as essential as when he started.