DRIVE

RedShift DRIVE: Five Disciplines | Five Dimensions | Five Domains

DRIVE | The Power of Practice

What

  • A way to practice self-awareness while building distinctive change leadership capabilities.
  • A useful framework that improves and supports decision making and problem solving.
  • A personal and organizational development model that creates the conditions in your life or culture in which positive change can take place.
  • A methodology the reduces suffering through stress, anxiety and trauma release and that poises and positions you for the fulfillment you desire in one or more domains: Health, Love, Resource, Direction, Cloud

Why

  • Individuals: You have a burning desire for inner purpose, meaning and a greater experience, but your efforts are blocked and frustrated by the circumstances and challenges of daily personal and professional life.
  • Executives: You’re conflicted and frustrated because you have the best intentions but your change recommendations and initiatives are met with resistance.
  • Entrepreneurs: You’re doubting your problem solving and decision making capabilities because you’re overloaded, are disconnected from your vision and purpose and are unable to trust your gut instincts.

How

The five disciplines can be learned and embodied in conjunction with RedShift consulting, coaching and creative programs that will provide a staging area for practice and experiential learning and for developing a foundation of awareness. DRIVE can also be undertaken on your own as a self-learning tool.

Research

New leadership models based on awareness are emerging and gaining traction. When I come across research that supports, validates or corresponds with my solutions I’ll post them in this section.

Published: May 6, 2010
Paper Released: April 2010
Authors: Werner Erhard, Michael C. Jensen, Steve Zaffron, and Kari L. Granger
Executive Summary:

Effective leadership does not come from mere knowledge about what successful leaders do; or from trying to emulate the characteristics or styles of noteworthy leaders; or from trying to remember and follow the steps, tips, or techniques from books or coaching on leadership. And it certainly does not come from merely being in a leadership position or in a position of authority or having decision rights. This paper, the sixth of six pre-course reading assignments for an experimental leadership course developed by HBS professor emeritus Michael C. Jensen and coauthors, accompanies a course specifically designed to provide actionable access to being a leader and the effective exercise of leadership as one’s natural self-expression. Key concepts include:

* One of the conditions for realizing the promise of the leadership course is that students must be open to examine, question, and then transform their worldviews (models of reality) and frames of reference (mindsets).
* Students create for themselves a powerful 4-part contextual framework that calls them into being as a leader. Having done this what remains is to confront one’s own Ontological Perceptual and Functional constraints so as: 1) to relax their ability to restrict one’s perceptions of what must be dealt with in any leadership situation, and 2) to relax their ability to restrict one’s freedom of choice for action in any leadership situation.
* Students cannot master that which they do not create for themselves. This is especially true of anything that is at first counterintuitive. Full Abstract and link to Full Working Paper Text