Tag Archives: integrity

The Leaders We Need Now

Every age and generation has a need for capable leaders, for those who are able to see a bigger picture, understand what’s happening, and help the rest of us through the doors of necessary change. A leader is not always the one up front, with the loudest voice and getting all the attention. A true leader might not even be the one who was elected.

Go figure.

When I think about the kind of leaders we need today, three critical principles of leadership come to mind. Each principle corresponds to a dimension of our existence as human beings: (1) as individuals who (2) interact with others in (3) systems of various kinds and complexity. Not only effective leaders, but proficient human beings – that is to say, those who are skilled in the art and wisdom of being human – must learn how to manage and nurture the consilient unity of these three dimensions.

When we don’t (can’t or won’t) hold them in balance, we quickly succumb to frustration, disorientation, foolishness, and crazy-making dumbfuckery.

In this post I’ll lay out three critical principles of leadership that we sorely need today. Each principle is the sun-center to an orbiting set of values, which will only be mentioned but not explored in much detail here. I don’t believe there is a fixed number to each set of values, and we should allow for the way these principles get interpreted and play out in any given context. The principles themselves, however, are universally valid, and I would argue that no culture can flourish long or well without holding them as sacred commitments.

Let’s start with what should be obvious: We are all part of a turning mega-system of existence called the Universe. This universal system can be analyzed into smaller and deeper star systems, solar systems, and planetary ecosystems; into regional cultural systems, more local social systems, and family systems; into individual organisms and the internal subsystems that conspire in keeping them alive; and deeper still into the molecular, atomic, and nuclear systems of matter and energy.

As far as we know, nothing exists except as and within systems.


The principle that orients a set of values applying specifically to living as and in systems is stewardship. In the conventional sense, a steward has the responsibility of managing and caring for the resources of a household, which is a family system where several individuals live together in community. Stewards aren’t owners, and what they look after is not their personal property. Instead, we might say that a steward and everything he or she looks after belongs to the household.

As a kind of manager, a steward helps to sustain a healthy household economy and promote harmonious community among its inhabitants. This web of resources, interactions, and shared experience is a more local instance of what we commonly name the Web of Life – still another term for the Universe considered from the vantage of living things. To view human beings through the lens of stewardship – as many religious traditions have long done – is to regard them not as owners or externally positioned “masters of the universe,” but as members of this one magnificent household of life.

With our evolutionary grant of self-awareness and creative freedom, humans possess a unique ability in contemplating our place and role within, as well as our special responsibility to, our planetary home. As many myths suggest, coming into this responsibility as stewards follows a certain path – the archetypal Hero’s Journey – of separating from our source, establishing an individual center of identity (ego), and then releasing this hard-won identity for a deeper and larger experience of oneness.


Whether leaders and the rest of us can lead and live by the principle of stewardship is dependent on the quality of connection we enjoy with others. If individuals have difficulty identifying themselves as partners in a system (the relationship itself), the cause is often rooted in a lack of empathy. When we cannot connect in deep and meaningful ways, the higher systems of our life together go unseen.

The best way I know of properly defining empathy is by comparing it to its sound-alike: sympathy. Literally ‘sympathy’ means “to suffer with” (or alongside) another, to be affected by their pain or misfortune. The different prefix “em” (or en) denotes a critical shift in position, from alongside to within. In other words, the individual transcends his or her separate identity – this time not outward to the larger system encompassing them both, but inward to a place of essential oneness prior to their differentiation as individuals.

By virtue of their identical natures as living, sentient, and self-conscious human beings, individuals are capable of an empathetic connection.

Our first experience of empathy was when we lived literally inside our mother and our developing nature drew its life from hers. Once we were born and officially began our own Hero’s Journey, the formation of a separate identity slowly (but at times dramatically: think of adolescence) pushed our self-center out and away from the source.

Even though we continued to carry within ourselves those deeper registers of sentient life, and with them at least the capacity for empathetic connection, the degree in which our ego formation got hooked into neurotic hangups made much of this natural capacity unavailable.

The leaders we need today are individuals who are grounded, centered, and open empathically to the experience of others. They are the ones who truly understand that we’re all in this together.


This brings us to my third principle of leadership, which actually comes first in the evolutionary sequence and serves as the basis of human proficiency in a general sense. Integrity refers to a state whereby two or more elements hold together as one. In this case, psychosomatic integrity speaks to a unity of mind and body – or more accurately of soul and body, where ‘soul’ names our deep inner life rather than an immortal entity (the so-called true self or “real me”) residing in the body.

The integral balance of soul/mind and body is a growing fascination in psychology, which is coming to regard this balance as a key to understanding a large number of disorders, illnesses, and troubles afflicting our species. When early life experiences get us hooked into neurotic patterns of insecurity and defensiveness, mistrust and self-doubt, suspicion and resentment, our restless mind doesn’t let our body calm down and recover. Instead, our animal nature loses its resilience, succumbs to the stress, and even starts to attack itself.

The leaders we need today are individuals who successfully manage their psychosomatic integrity, who express strong interpersonal empathy with others, and who live in stewardship of the systems on which our lives, health, community, and human future depend.

When given the opportunity, let’s try to elect more of them.


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3-Dimensional Leadership

In the discussion around leadership, a good deal of attention is given to behavioral, ethical, and relational qualities that effective leaders possess and demonstrate. Great books and programs on excellence in leadership are abundantly available, and some of us are retrieving them from the shelves just now when good leaders seem harder to find. I recently coined a term – “Trumpence” – which I define as doing whatever it takes to put yourself first. Most of us would probably agree that putting yourself first is not the highest and surest mark of genuine leadership.

What makes a leader? Are leaders made? Or is leadership more about the auspicious timing between a situational vacuum and the right set of talents, vision, courage and determination in someone who senses in it a calling to make a difference? Can a society cultivate leaders from among its membership, or does it have to wait, more or less passively, for them to rise up of their own accord?

Human beings carry the genetic instructions for living creatively, courageously, and compassionately – a combination of virtues (not mere moral values but productive powers of life) that I equate with that otherwise elusive idea of the human spirit. In our nature we hold the potential to be aggressive or sympathetic, sensitive or willful, reactive or tolerant, observant or intrusive, curious or intuitive – or I should say, more or less these things, as each pair constitutes a spectrum of possibilities for expression.

In this sense we might say that an individual is a ‘born leader’, meaning that he or she seems to be a product of nature, a gift for our times from the generative depths of our species. The above-named traits are not inventions of culture but endowments of nature that nevertheless can be ‘nurtured’, shaped, or suppressed by social conditioning.

It’s helpful to distinguish between temperament and personality when it comes to leadership. Whereas temperament refers to an individual’s genetic inheritance (the various spectra of heritable traits), personality shifts our attention to the social project of ego formation. From the Latin persona, personality refers to the unique way that one’s temperament is filtered through the restraints, bypasses, and outlets of behavior deemed appropriate by society. What we see in a newborn is not personality but temperamental expressions, and from the very beginning we are shaping what gets expressed, and how much, through the mechanisms of social feedback.

Gradually what emerges from all this social conditioning is a separate center of personal identity, also known as ego. A human being has been formed into a cooperative member of the tribe, a ‘somebody’ who both fits in and stands out in appropriate degrees. As products of social engineering, leaders are fashioned and appointed to positions in society where they are needed. It stands to reason that times of strife and hardship might motivate the social selection and reinforcement of genetic traits that make for more aggressive, willful, and intrusive leaders – those who will ‘take the lead’, overcome obstacles, and defeat enemies. When they are effective and successful, we honor and celebrate them as tribal heroes.

So far, we have considered two dimensions of leadership: temperament and personality, genetic inheritance and social conditioning, natural endowment and cultural instruction. A good part of the contemporary discussion on leadership stays between these two horns of ‘nature versus nurture’. Are leaders born or are they made? Both ‘born and made’ seems the right answer, but there’s another dimension we need to consider.

In many posts I have argued that the formation of a separate sense of identity can either be our neurotic end or the critical passage to our fulfillment as a species. As long as ego remains inside the cage of tribal expectations and orthodox convictions, an individual cannot attain to that level of personal maturity named ego strength. This is where a stable and balanced personality, unified under the confident self-possession of a fully-formed ego, is finally capable of taking creative authority in his or her own life.

Two-dimensional leaders are functionaries of the social order, performing in roles that the tribe deems necessary. They aspire to be heroes, or at least recognized by others for their praiseworthy performance. Awards, promotions, honors, and degrees are just the social conditioning they need to persist in their efforts. Many aspire to be role models for up-and-coming leaders, demonstrating excellence in their field.

With the rise to creative authority, an individual begins to live out of a higher center. Not only natural endowment and cultural instruction, but self-determination increasingly becomes a driving force in how he or she lives. Before we explore what is unique to this third dimension of leadership, I need to qualify the idea of character.

I am using the term in its narrative sense, as when we speak of a character in story. In my post Personal Myth and the Anatomy of Character I identified four traits of a strong narrative character. Grounding refers to the degree in which a character seems to belong in the narrative setting rather than hovering above or merely drifting through it. Memory is how consistent a character is through the scene sequence of a story. Integrity is a spatial equivalent to memory, referring to the way a strong character holds its identity across different situations in the narrative. And a fourth trait of character in fiction, volition, identifies the extent to which action proceeds from its own center of will instead of just happening in reaction to circumstance.

Narrative characters who possess grounding, memory, integrity and volition are not only strong elements of great stories, they are what we find most interesting. What I call creative authority is essentially the ‘rights of authorship’ that an individual must eventually assume in composing his or her personal myth: a story of identity, meaning, and purpose.

The developmental achievement of ego strength is the leading indicator of an individual’s readiness to assume this authority. This is the point where 3-dimensional leadership begins, as the individual makes choices, takes action, and accepts responsibility for the life he or she wants to live.

We should keep in mind that just because a person may be acting in an apparently self-determined manner, a conceited, brazen, and undiplomatic character style almost always belies insecurities deeper down. Trumpence, in other words, is really an attitude of entitlement embrangled in an insatiable craving for self-importance. The counterfeit leader compensates his (or her) neurotic ego through self-inflation rather than transcending self in service to the maximal benefit of all concerned.

Our times call for leaders who are 3-dimensional: human beings who are socially attuned, whose intuition of wholeness and creative courage can inspire the highest in all of us.

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Posted by on March 18, 2017 in The Creative Life


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Personal Myth and the Anatomy of Character

characterThe diagram above illustrates my newly refined definition of religion, as a cultural system that links together (from the Latin religare) individual consciousness (or psychology, represented in the purple triangle) and the larger order of existence (or cosmology, represented in the dome overhead) by means of sacred stories (or mythology, represented in the moving wave between them) that serve to orient us in space, guide us through time, connect us to one another, and support us across the adventure of life.

Once again, I am speaking here of religion itself, not necessarily of this or that religion, numerous examples of which have indeed lost this unifying function and fallen out of relevance in our day. I’ve explored in other posts what happens when religions misread their myths by taking them literally, defend outdated models of reality, and neglect (or even condemn) the inner depths of mystical awareness. They die, but continue on in fundamentalist orthodoxies, megachurch celebrity cults, metaphysical roadshows, or militant end-time sects.

Effective and relevant religion will provide the orientation, guidance, connection, and support that individuals and communities require throughout the full course of human development. Ultimately this will also include breakthrough realizations of a ‘truth beyond’ our conventional beliefs, and of a ‘power within’, deeper even than that cherished center of personal identity (i.e., ego) which religion itself (as theism) had earlier made the focus of salvation. This post-theist excursion into a more experiential, communitarian, and globally-minded spirituality is where the evolutionary design of our human nature is headed.

In a recent post I suggested that the narrative device of Apocalypse, which can be found in all developed mythologies, is not referring to a future cataclysm of world-collapse, but instead represents a self-conscious awareness inside the mythopoetic (storytelling) process itself, of their status as sacred fictions. Outside these narrative constructions of meaning is the present mystery of reality, the terminal end of our stories and thus of the storied world itself.

If mythology has done its work – referring to the orienting, guiding, connecting, and supporting functions mentioned earlier – then we are ready for a psychological breakthrough to a more rational, responsible, and reality-oriented way of life.

My term for this liberated mode of experience is ‘creative authority’: when the individual not only sees through the constructions that had earlier draped both reality and consciousness with veils of meaning, but goes on to take responsibility as the principal author of his or her own personal myth and its associated world. If it sounds like we’re returning to life under the shroud, I must emphasize the key insight of this breakthrough realization, which is that the individual is now a self-conscious storyteller.

In other words, we have entered the ‘ironic mode’ (Northrup Frye) where the storyteller is aware of the fact that he or she is spinning narratives across a mystery that cannot be named.

This brings us to the interesting challenge of composing our own personal myth. The art of storytelling (or myth-making) is millenniums old, which means that we have a vast library and useful tools at our disposal for the project before us. In this post I want to reflect on the features of well-developed character, using this term in its literary and not so much its moral (or moralistic) sense. A character is thus a narrative personification, an identity in story who strives (Greek agon) for (as protagonist) and against (as antagonist) the plot in its unfolding. A ‘good’ character (again, not in the moral sense) is one that evinces certain traits and makes the story particularly interesting.

Our work as self-conscious storytellers of our own personal myths will involve constructing an identity for ourselves that possesses four traits in particular: memory, integrity, grounding, and volition.


In any good story, character is an identity that becomes stronger (i.e., more definite and self-consistent) over time. A character’s memory has to do with how recognizable it is with respect to what we’ve already come to know about him or her in the story up to this point. The story’s audience starts to anticipate how a character will respond by virtue of how he or she behaved in similar scenes or challenges earlier in the narrative. With growing confidence in a character’s memory, they are better able to trust his or her performance.

As we take responsibility for the construction and management of our personal identity, each of us should consider the fidelity of our character to the person we have been. This is not to suggest that we simply repeat the mistakes of our past, or that spontaneity and fresh departures are out of the question. Even if we should undergo a conversion of some sort, the memory of character will deepen our understanding and empathy for others, adding dimension and complexity to the person we are. This is an aspect of what is known as wisdom. Alternatively, neglecting the character trait of memory can make us insensitive to others, even projecting on them the dark energies of our own repressed and forgotten shadow.


If the character trait of memory is what establishes consistency through time, then integrity is about consistency across space, or across the landscape of life situations and social engagements. A narrative character who changes dramatically from one engagement to another leaves the audience unsure as to ‘who’ will show up next. In psychology this lack of consistency across situations is evidence of ‘dissociative identity’ (formerly ‘multiple personality’), where a personality lacks sufficient ego strength to coordinate and unify otherwise diverging streams of subconscious motivation and demeanor.

In the early years of ego formation when we were being shaped, instructed, and managed by our tribe into a compliant member of the group, identity contracts dictated our role in each social situation. Now, stepping through the Apocalypse and into our own creative authority, we can take ‘authorial control’ over the person we want to be. We can join the role-play, fully aware that it is just a social convention in make-believe. Or we might take a stand for a more authentic, self-honest, re-imagined and creative way of being together. This is what Jesus called the kingdom of God.


A ‘grounded’ character in story doesn’t simply drift above the moving scenes, essentially detached from the situational dynamics of time and setting. He or she has the feel of belonging, of being rooted in that narrative world and not just an alien passing through. In this sense the story isn’t merely ‘about’ the character, but unfolds around and through the character’s individual evolution.

My returning reader will recognize this idea of grounding from my frequent references to ‘the grounding mystery’, that inner depth of spiritual life where our personal identity sinks and dissolves into an ineffable sense of being. Of course, if ego is caught in a neurotic tangle of insecurity and self-defense, any suggestion of sinking and dissolving into something else will be vigorously resisted, and inevitably misunderstood. Creative authority requires that we ‘loosen up’ and release ourselves to the deeper process, so that we can carry that ‘power within’ into the affairs of our daily life in the world.


Our fourth and final character trait picks up with that last sentence – as we take action and work out the evolving plot of our personal myth. In story, the action of a ‘weak’ character will be determined by external events and circumstances, whereas a ‘strong’ character chooses and determines it for him- or herself. Volition (from the Latin vol for will) is about a character taking action rather than reacting, moved by an internal drive or desire. The better stories in mythology, literature, film, and stage are those that are driven by strong characters whose action seems to proceed from their center.

As we break through from a mode of role performance (acting out the instructions and expectations of our tribe) to one of role transcendence (using our role in a more purposeful and creative way), we are able to construct a personal myth that supports the life and genuine community we really want. We don’t pick up a mask of identity (a persona) because someone else tells us to, because a tradition (or consensus trance) calls for it. We can live out of our own center, for values and aims that others might not find agreeable. Our action is not about defiance or transgression, but instead arches toward a deeper, higher, or longer goal.

More and more of us are ready for the responsibility of writing our own story, of composing our own personal myth. Our tribe and culture have done their part, for better or worse, and now it’s our turn. We have finally come to realize that our identities and the worlds we inhabit are really nothing more than narrative constructions, meaningful fictions of our personal and interpersonal life.

It is time to step into our own creative authority, take leave of the gods, and become fully human. This is life after the Apocalypse.


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The Consilient Leader

Reality Process

Reality is not a thing, but a process comprised of three interacting forces which are universal throughout the Great Process we call ‘the universe’. Consilient leaders understand this process, working with rather than against it.

Not long ago I made a case for taking a little-known term out of seclusion and applying it in a fresh way to the realm of education. The term is consilience, and it speaks to what we hope will happen in every classroom (as well as outside them), where individual teachers and students are inspired to “leap together,” each beyond the self and together in community, caught up and transformed in the experience, returning to their individual centers of consciousness with deeper insight, better understanding, informed wonder, and a passion for more.

Now I want to move consilience outside of education proper, to explore its relevance for leadership. The most effective leader, I propose, is a consilient leader who understands and works with the forces that everywhere interact in the process of reality affectionately known as our universe. Consilient leaders are more effective than nonconsilient ones, and individuals who cooperate with the universe tend to be healthier, happier, and more successful than those who strive against it, or who try to exploit its provident nature for selfish gain.

I don’t mean to suggest that consilient leaders own more property or occupy higher social classes than these others. ‘Success’ here is not measured by status but by skill; consilient leaders are more skillful in what they do because they know how to move with the forces of reality rather than against them. In providing for the emergence of life and the ignition of consciousness, for a fertile culture of social support and our own self-actualization as human beings, the universe has set the stage for consilient leaders – indeed, the universe is a manifestation of consilience on the largest scale.

One more qualification on this term ‘consilient leader’ before we jump into the diagram above. By leader I am not necessarily referring to an individual who leads others – a boss, manager, director, principal, president, general, prophet or pastor. I realize that I am crossing against a conventional assumption when it comes to what makes a leader, but I have a much bigger vision in mind. Seeing as how the universe has provided for the rise of creative authority (also known as self-actualization in human beings), a consilient leader is one who uses this creative authority to harness and channel its three forces for the ongoing evolution of genuine community. Others may or may not follow, but the consilient leader is still on the leading edge of human evolution.

Let me give you a guided tour through my diagram, beginning with those three rounded rectangles arranged along the vertical axis. The first term in each rectangle names a level of organization in reality, while the second term identifies the force behind it. It will be easier to understand if we start with the middle set of terms: individual and integrity. By individual I mean any thing that more or less stands on its own – not in some absolute sense, since essentially All is One (as the name ‘universe’ implies), but relatively, in its own individual center while still in relationship with other things. The force that keeps the individual intact is integrity, literally holding together as a whole.

Individuals exist (taking a step upward in my diagram) in systems, which are higher-level organizations that illustrate consilience in an obvious way: a system is more than the mere sum of its parts (individuals). A second force, called synergy, connects individuals together and lifts them into a more energetic and complex web of influence. Synergy, then, is not merely additive (1+1) but exponential, with the higher circuit created in their connection capable of containing the energy jump (the force of integrity at this higher level), multiplying its value, and sharing power across the system.

As we swing down to the bottom of my diagram we begin to feel the effect of reality’s third force, entropy, which refers to the tendency in any organization to collapse into more stable energy states, approaching a state of critical stability called the ground. As the metaphor suggests, ground is the deepest support, a baseline value that represents a threshold between order and chaos, between the intact individual and its disintegration. (In the context of spirituality, what I name the ‘grounding mystery’ is the threshold and lower limit where self-consciousness dissolves into unconscious life, which is the deepest register to which our contemplative awareness can descend.) 

We might be tempted to imagine a universe where entropy is not in play. Isn’t it a depressing thought, all this breaking down, falling apart, and collapsing toward nothingness? Who needs it? Actually, we do. The whole universe would be impossible without the down-pulling force of entropy and its stabilizing ground. Of course from the individual’s perspective entropy is a major buzz harsher. But systems would burn themselves out in limitless synergy if it weren’t for the counterbalancing effect of entropy, bringing things down for rest and regeneration. And right in the middle of this cosmic tug-of-war, the force of integrity does its best to keep the individual intact.

So, my definition of a consilient leader is one who understands that reality is a process manifesting from the interaction of three forces, which contain energy (integrity of the individual), connect individuals (synergy of the system), and collapse systems into more stable states (entropy and the ground). It should be clear from my diagram that reality is not a simple three-layer cake, but that these three forces interact throughout the universe, making nearly every speck an individual, caught up in systems and eventually dissolving into its ground. Look around and you’ll see evidence of their interaction everywhere. Learn how to work with these forces and you are on your way to becoming a consilient leader.

There remains one part of my diagram to be explained: that box of four terms to the right of center. I’ve added these as a reminder that even consilient leaders are individual centers of personal identity, or egos, and their most important work is with other egos, as we all make our way, by fits and starts and frequent setbacks, into that most consilient and highly complex of systems known as genuine community. Egos complicate the work considerably, and the consilient leader must have a self-honest and perspicuous understanding of the challenge they represent. I’ll move down the list fairly quickly, encouraging my interested reader to explore other posts of mine where I analyze ego in greater depth.

Every self-conscious center of personal identity (ego for short) holds certain ambitions for itself. True to the word’s etymology, ambition involves the twin drives (ambi) of desire and fear, one (desire) straining for an imagined or promised reward, while the other (fear) harbors doubt and a growing anxiety around the prospect of failure or falling short of the goal. The insight that desire and fear lock the ego inside an interminable wheel of suffering is a central tenet of Buddhism. Nevertheless this is where ego is bound to stay – which is also why, for the Buddha, the only way out is through the realization that ego is without substance and simply dropping out of the wheel.

These ambitions of ego are really the out-working effort of strong beliefs concerning the nature of things, the meaning of life, and the prospect of happiness. So strong are these beliefs, in fact, that they hold the mind captive and prevent the individual from “thinking outside the box.” Such beliefs – not held by the mind but holding the mind hostage in this way – are called convictions. As their prisoner (literally a convict), the mind is unable to entertain differing points of view, consider evidence against its own absolute truth, or even imagine any truth outside its precious orthodoxy.

Through a combination of ruthless self-examination and social observation, a consilient leader understands that convictions are really just a defensive measure for the protection of certain attachments by which ego identifies itself. Attachments may be about nationality, ethnicity, religion, gender, age, sexual orientation, or whatever, but basically they are ways that individuals identify themselves with (or against) the world around them. The earlier they form, the deeper and more powerful they tend to be, pulling ego into the delusion that without them it is nothing. And again, but from a position of clarity rather than delusion, the Buddha would agree: the ego is really nothing.

Inside even these attachments, then, is a persistent anxiety over the insecurity of ego’s condition. Because it is a construct of social experience and merely the managerial function (lacking substance) of personality, ego is inherently insecure – not only in feeling but in fact. This insecurity seeks compensation in attachments; attachments build justification behind convictions; and convictions drive the ambition for supremacy, perfection, retribution, salvation, glory, or whatever will finally make it better.

I should emphasize the point that every ego has this neurotic architecture – even the ego of a consilient leader. The difference between the consilient leader and the rest is that he or she understands this and is vigilant to the occasions when ego conceit is posing as true integrity.


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