What is beyond success? A map of possibilities for leaders at the peak of their performance.

1. Intro

This article is for you especially if you have reached your level of work in which you can say:

• I have had, I have, and I will always be able to be successful;

• Success is mostly due to me, and sometimes it was accompanied by opportunities, chances, the right people;

• I manage to get what I usually put in my mind.

If you have reached this level ("Achiever"), you have also begun to feel a kind of disgust: "what good is all this?", "I've done this before", "another project - nothing new under the sun", "and if I change the company, that's it", etc.

At this point, you can take it in several directions:

• back, making a big mistake;

• on the spot, stepping into various functions that do not change the feeling of disgust at all;

• before, if you know the direction of creation.

2. The direction of creation

In their psycho-emotional individuation, few reach the level of consciousness of creation ('Co-Creator'). Most stop at the level mentioned above, 'Achiever' - the level of achievements, success (material, social, etc.) - if they reach it. Others end up at the level of 'all opinions are good' ('Catalyst-Relativist') where discussions are endless, learning-development perpetual but where the finality of creation is often lacking. Up to the level of 'Achiever' inclusively, the individual's orientation is reactive, directed solving problems posed by the environment, others, system, structures. From here on, the orientation begins to be towards self-proposal of problems and creation.

3. The transition to the level of creation

The transition from 'Achiever' to 'Co-Creator' (from red to purple) is the most difficult in the whole spectrum of 'transitions' because it involves, for the first time, unlearning - difficult in principle for any 'Achiever' - a de-centering from the self and a focus onto others, a dissolution of the 'I /me /mine' and an understanding of the 'we /us /ours'. The previous passes (from 'pre-expert' to 'expert' to 'achiever') are not of the same magnitude because they:

• only imply a broadening of self-awareness, without implying an understanding of the systemic connections between myself, others, and the context;

• presuppose learning - development in the pop sense of the terms (accumulation of knowledge).

In the short clip below, I tried to summarize this difference in mentality and why it is important (activate subtitles/ captions):

https://youtu.be/hP3g9tZP9f0?si=T-n5KA32sFNdkVo4

4. The blockages of the transition to the level of creation

The main obstacles to the transition to creation are three fears:

• fear of losing security and control over reality, of encountering new beliefs about life and work;

• fear of losing the affection, appreciation, and love of others;

• fear of losing the 'success' until then and the forms that express it (status, function, salary and benefits, other symbols).

https://youtu.be/EH8mtF1Vy-k?si=a3RYNsySkuOJ1oTu

5.Detailing the three levels: Achiever, Catalyst / Relativist, and Co-Creator / Strategist

First of all, I will put next to the main terms, in parentheses, alternative names that indicate and nuance these terms:

• Synergist (Alchemist, Construct-Aware, Unitive, Transpersonal)

• Co-creator (Strategist, Systemic, Self-Actualizing, interpenetrative learning style)

• Catalyst (Relativist, Self-Questioning, Pluralist, reciprocal learning style)

• Achiever (Self-Determining, active learning style)

• Expert (Skill-Centred, receptive learning style)

• Pre-Expert (Symbiotic, Impulsive, Opportunistic, Diplomatic, Conformist, Rule-Oriented, Egocentric)

Secondly, I must say that these levels of leadership awareness must be understood as increasingly comprehensive perspectives on the same aspects of life and work (the higher they are on the list). Therefore, a higher level will contain everything that the previous levels contain and maybe even elements of the higher ones.

Third, there is a differentiated development of the related skills (cognitive, emotional, interpersonal, moral, spiritual, physical): usually, we start by knowing (cognitively) a new mindset, more comprehensive; only later do we begin to feel, interrelate, believe, etc. from within this new way of looking at reality.

5.1. MINDSET DIFFERENCES

ACHIEVER

Prioritized values: results orientation, quality, best practices, competence, productivity, efficiency, control, power, status, political games, intensity (extended work schedule), objectives, conscientiousness, cause-effect, analysis, rationality.

Achiever believes that society can be perfected through continuous progress, technology, and rationality. Achiever is the form of the mind on which all modern social systems (education, etc.) are conceived. Achievers are not only the goal of our education system, but they are also the goal of any leadership development program - to be efficient, focused, and goal-oriented. From a cognitive point of view, an Achiever is interested in optimizations, efficiency, progressive improvements of systems.

Achievers are beginning to face the deeper contradictions inherent in reality and are beginning to be afraid of losing control. They cannot yet see the deep nature of reality, the formation of meanings, the relativism of perspectives, and the inter-subjective contexts (i.e., they are not yet aware of their own systemic situation in terms of their values, language, social contracts, etc. ).

However, they struggle with the complexity required by senior leaders in large, global organizations today that require more advanced forms of understanding.

What he thinks about leadership: leading people means motivating them by making it challenging and also satisfying to get key results.

CATALYST - RELATIVIST

Prioritized values: empowerment, responsibility, commitment, agility, transformation, risk-taking, learning, openness

The differentiation from the previous stage (Achiever) takes place as an adult begins to encounter the contradictions of a world that has very different perspectives from his own: values, methods, world-views, cultures, environments. Relativistic-catalytic consciousness appears to deal with this new complex and contextual truth.

In this sense, Relativists begin to suspect that the best reply to the complexity they are beginning to see in the world is to privilege the point of view of each individual on it. Through this, they acquire the allure of facilitators of the exchanges of perspectives. Truth, beauty, and goodness tend to become subjective for a relativist. He or she acquires sensitivity to values that structure and energize the entire current global movement for gender equality, for example (Diversity & Inclusion).

Cognitively, the relativistic mindset is beginning to see that the world is made up of countless complex systems that interact and that finding the 'right path' often has to give way to 'anything goes, as long as no one is hurt.' Relativistic values have entered the contemporary culture as aspirational values - even if only 10% of the population is at this level of understanding - they still animate an important ethos: from the authenticity of artisanal manufacturing to conscious lifestyle, yoga, mindfulness, etc.

Relativism as a mentality often evolves amid the prejudices of an Achiever. The relativist discovers a new inner life after leaving the extremely absolutist and exteriorized orientation of the Achiever mindset. Relativism strongly populates the self-development, coaching, and self-determination movements of the modern West. Relativistic values address poverty, environmental issues, and inequalities in rights, increasingly trying to reconcile differences and promote liberation movements (which sometimes lead to dominant militancy).

What he thinks about leadership: leading people means personally articulating a vision that will attract people and then selecting those that will turn the vision into reality, through their development and empowerment.

CO-CREATOR / STRATEGIST

Prioritized values: creativity, integrity, meaning, passion, trust, honesty, transparency, humor and positive attitude, emotional intelligence.

The differentiation from the previous stage occurs when the fragmentation of the relativistic point of view creates enough cognitive tension to force a transition to a deeper discernment. A Co-Creator / Strategist ends up finding and connecting (co-creation) to the natural hierarchies of order, power, social regulation, and complex systems.

Co-Creators are able not only to know the complexity of the world’s competing systems in the manner of relativism but also begin to synthesize how these systems interoperate, allowing them to restore a definite sense of direction, strategy, and capacity in the face of overwhelming complexity. The Strategist's understanding of systems is much more complex than that of Achiever, for whom the inner life was just emerging and who has not yet struggled with the enormous complexity of the competing perspectives, values, and idealisms through which relativism works.

But this also causes the central dilemma for Co-Creators / Strategists: animated by a new ability to integrate complexity, Strategists are sometimes exhausted due to total overcoming: they see what can and must be done and then decide that they must do it.

Co-Creators/ Strategists, although still relatively rare, are extremely effective, often visionary, corporate leaders: they have integrated at least part of the Relativist's inner fluency (emotional intelligence, spiritual sensitivity, and collective coordination) with the strong effectiveness of Achiever and Expert. They can develop a compelling vision, gather the people behind it, and move on to implementation.

The Co-Creator / Strategist's response to threats is paradigmatically different from previous mindsets: rather than contracting into a threatened self or a set of high ideals, but judging, the Strategist understands that the threat, the shortcomings, the constraints are a natural aspect of reality, but can be influenced by the creation of new systems of abundance. Paraphrasing Buckminster Fuller: "Don't try to change a system, create a new one that makes the old one obsolete."

What he thinks about leadership: leading people means collaborative sharing of a defined common purpose, 'serving' them, and allying with other key leaders to develop a vision that meets the ambitions of as many as possible.

5.2. BEHAVIORAL DIFFERENCES

ACHIEVER

In conversations: they will ask for feedback if they feel it can help them, they are assertive, they say what they like and dislike, what they want, and what they do not want, they are intentional.

In team leadership: complete managers, not yet leaders, interested in tasks rather than people.

In leading organizational change: they are interested in including perspectives from outside the organization and try to get the buy-in of stakeholders to ensure performance from the beginning.

In decision making: they move with conviction in the direction of autonomous decisions, they are concerned with how to start. They ask themselves questions like, 'How do you help people? What is the most effective and efficient strategy to do this job?' Achievers are willing to take risks and fail to some extent to find out.

Defensive style: Intellectualization, rationalization, suppression of fundamental questions about the meaning and purpose of work are the main ways in which achievers defend themselves against doubt and criticism. 'It's better to focus on the positive and what needs to be done than to deal with unfathomable issues, problems, and difficulties.'

Main fear/anxiety: Most of all, Achievers are afraid of conformist, submissive, and obedient thinking, they are afraid not to be attracted to the schemes of others, not to lose control of progress, personal energy.

Organizational game: Make alliances that are task-related or problem-oriented.

CATALYST-RELATIVIST

In conversations: adaptable, alternating an active style with an observant-receptive one, interested in exchanging ideas and learning from all possible sources, proactively using feedback and feedforward to develop.

In leading teams: he is interested in creating an intensely participatory team, acts as a facilitator, always seeks everyone's opinion on challenging issues, raises the personal initiatives of members.

In leading organizational changes: he sees the real change in the cultural exchange (of common values) towards values of teamwork, participation, and individual empowerment. Seeks input from all stakeholders involved to increase the quality of decisions.

In making decisions: they have a hard time making decisions needing a lot of assurance and making sure that the decision is shared, understood, and assumed by as many of those involved/affected as possible.

Defensive style: absolute relativization (nothing is what it seems), discussing all the details, paying attention to everything, giving the 'microphone' to everyone instead of self-assertion.

Main fear/anxiety: 'I can be both the rational, efficient type I was and the new, more human, relational, and open one. I am afraid of misunderstanding contexts, and I often feel confused, divided, ambivalent.'

Organizational game: They are D&I ('diversity & inclusion') advocates of organizational tolerance and good understanding. Achievers detest Relativists for their relativism, while Strategists will praise them for their patience.

CO-CREATOR / STRATEGIST

In conversations: He is interested in negative feedback and can't wait to receive it, even if it is emotionally charged.

In team leadership: develops a style of team self-leadership (instead of its unique leadership) so that members will feel responsible for both their individual and group development. He prefers consensual decisions but sometimes uses the authority of office.

Leading organizational change: developing relationships with key stakeholders to positively influence common goals.

Decision making: it is based on the synthetic and creative integration of information and resources.

Defensive style: Suppression of impulses, positive reframing of situations, altruism, humor, tolerance for mistakes.

Main fear/anxiety: They are afraid not to miss their potential, not to fail 'becoming', not to lose touch with those global principles of fairness, tolerance and not to lose their courage.

Organizational Game: They are charismatic and visionary leaders who provide a personal example of sacrifice and resilience to defend the moral principles they believe in. They are interested in understanding the systemic resources contained in the organization and those of which the organization is part of, and of the correlations and long-term effects of the movements of these systems.

5.3. DIFFERENCES IN SKILLS

ACHIEVER

Cognitively, an Achiever operates on concrete terms, is influenced by authority, and has difficulty integrating perspectives other than his own. Emotionally, he believes that feelings are generated by causes external to himself and has poor emotional management. At the interpersonal level, relationships are more based on competitiveness and less on the collaborative play. It is based less on mutual trust, and collaboration is understood as an exchange of favors. Conflicts are either avoided or generated in an unconstructive manner. On a moral level, an Achiever sees 'good' and 'evil' as determined by reward and punishment, and ethics is a system of 'mutual scratching.' Spiritually, an Achiever does not have a strong sense of the meaning of life beyond survival, competition, gain, and positioning as a winner. Physically, an Achiever will ignore stress until it takes him away.

CATALYST - RELATIVIST

From a cognitive point of view, a "catalyst-relativist" operates with rational and abstract terms, is able to solicit, listen, and sometimes simulate scenarios for integrating perspectives different from his own. Emotionally, he is able to identify cause-effect strings (external event -> internally generated thought -> internally generated emotion); follows the development of emotional abilities (emotional intelligence) because the relationship with others different from him has become important. At the interpersonal level, he is aware of the emotional "currents" and psychic dynamics in a group, he can share success with others, he can lead rational conversations and reason-based dialogues. Collaboration is understood as a fair exchange of benefits. At the moral level, a "catalyst-relativist" sees a "right path" that transcends individual perspectives and has to do with what is "right for the group." From a spiritual point of view, a "relativist" will strongly question his old black and white certainties of the "Achiever" mentality. The meaning of life is seen as openness to others. Physically, a "catalyst" has greater control over his vitality, health, and energy suffers less stress, and can sustain longer-term performance.

CO-CREATOR / STRATEGIST

From a cognitive point of view, a "creator-strategist" integrates complex concepts, intuition, and systemic thinking. It asks questions, leads by checking cognitive assumptions and distortions, and offers syncretic (assimilation of opposite perspectives) and generative perspectives. Emotionally, he knows in depth the internal emotional springs and knows how to self-regulate them, he is optimistic, resilient, and can cope with the emotionality of others without reactivity. At the interpersonal level, it is completely adaptable in relationships assimilating the different perspectives of others without bias and conflicts are excellent opportunities for dialogue (not debate) to seek "win-win" solutions. At the moral level, a "co-creator / strategist" is guided by universal principles and social contracts, and the decisions they make spring from the consideration of values as a collective good, compassion, shared meaning. Spiritually, a "co-creator / strategist" understands the essence behind the concepts and feels a responsibility to humbly serve those he leads. His love and affection for others are unconditional and becomes compassionate. Physically, a "strategist" has devised particular practices for restoring energy, is aware of his particular sources of stress and understands the sources of stress of others and their particular nuances.

https://youtu.be/RupjEUhivXU?si=JvX_prMpFDbPZ7DE

6. Vertical transformation and horizontal development

At the level of mindset, breaking the ceiling of success and penetrating the level of creation is done by initiating a process of dissolution of the ego, which we call vertical transformation. Following this process of transforming the inner meanings and beliefs about the world, people and work, there is the possibility of training the necessary skills and behaviors to support this new mindset - a possibility called horizontal training/ development.

Both processes need an intermediary, a guide, a coach. Not all coaches deal with this kind of transition, but only those who have gone through it themselves. From the way a coach manifests himself socially, you can tell if he made the transition from reaction to creation and if he offers services in this direction.

The guide is a Hermes, Jiminy Cricket, Obi Wan Kenobi, a Gandalf, a snake; In the monomite of Joseph Campbell's hero (https://en.wikipedia.org/wiki/Hero%27s_journey), the Helper / Mentor has a key role to play in supporting the journey. His absence interrupts the hero's journey and invalidates it.

7. Bibliography

Don E. Beck, Christopher Cowen - "Spiral Dynamics. Mastering leadership, values and change", Blackwell Publishing, 1996

Richard Barrett - "The new leadership paradigm", Lulu.com, 2011

Ovidiu Brăzdău - https://www.consciousness-quotient.com/about-us/

Ken Wilber - "Integral Psychology: Consciousness, Spirit, Psychology, Therapy", Shambhala, 2000

Robert J. Anderson, William A. Adams - "Mastering Leadership. An integrated framework for breakthrough performance and extraordinary business results", Wiley 2015

Martin Egan - "Coaching for integral leadership" (in Jonathan Passmore - "Leadership Coaching. Working with leaders to develop elite performance"), Kogan Page, 2016

Susanne E. Cook-Greuter - "Nine Levels Of Increasing Embrace In Ego Development: A Full-Spectrum Theory Of Vertical Growth And Meaning Making", prepublication version 2013.

Robb Smith https://integrallife.com/ten-stages-consciousness/?utm_source=Build+Your+Integral+Mind&utm_campaign=68d93287d9-AUTOMATION_How_to_Build_Your_Integral_Mind_11&utm_medium=email&utm_term=0_9e6348c40b-68d93287d9-50558389&mc_cid=68d93287d9&mc_eid=39b0d71339 (March 19, 2017)