Business View Oceania

17 BUSINESS VIEW OCEANIA VOLUME 4, ISSUE 12 He begins: “We recognise that leaders have an immense influence on the shaping of organisational cultures, and that those cultures in turn shape societies around the globe. Our work at The Mindful Leader expands upon the internationally acclaimed Kouzes and Posner leadership model.” The Mindful Leader outlines seven key practices for leaders to take on in their journey towards transformational culture change; leaders must be role models for their team, inspire a mutual vision, use innovation to challenge the norm, enable collaborative action, empower passionate hearts, maintain accountability, and practice self-awareness in order to fuel sustainable development and growth. Michael elaborates, “Up to 40% of a person’s engagement with their organisation is directly THE MINDFUL LEADER linked to the behaviour of those leading them- we know that proper leadership is important. The question is, how do we become better leaders? It is all about changing behaviours. You can give a manager or executive all the tools, skills, and resources they need, but if their behaviour doesn’t change, it simply isn’t going to make a difference within their organisation. The seven practices we have highlighted are essential in creating sustainable changes to behaviour. Three in particular are core intrapersonal skills that leaders must develop. Most industry leaders have no idea how to identify, apply, or assess these skills properly. “The first thing we look at when we want to know how to foster behavioural change in an individual is their intrinsic, or internal, motivation. Most people use external forces as their primary motivator, which is not sustainable. When we ask leaders what they stand for, less than 1%