Читать книгу The Noble School Leader - Matthew Taylor - Страница 27

What is invisible below the surface between leaders and the people they lead also contributes to self‐limiting mindsets. In her Six Circle Model, leadership consultant Margaret Wheatly created the simple but powerful concept of the Green Line to illustrate this social version of the below‐the‐surface concept (Perrius 2014).¹⁵ The three circles above the Green Line (the horizontal line in Figure 1.2) embody the conversation we tend to focus on with our stakeholders, in essence, what's on the agenda. The three circles below the Green Line represent another entirely different, potentially high‐stakes level of interaction that may go unnoticed and unaddressed. This interaction is emotional and personal. It is the interaction of identities, values, assumptions, emotions, histories, and more. What is happening below the Green Line is always in the room, whether we are aware of it and engage with it or not.

Figure 1.2: Wheatley's graphic illustration of the Green Line concept.

Source: Margaret Wheatly, 1992.

Strong leaders value what is happening below the Green Line and they are adept at surfacing this material, and then engaging with it. Part of this strength is skill, and part of it is mindset. We can't teach this essential leadership mindset just by telling leaders what others are experiencing and having them read books, though these can be part of the solution. Leaders must shift their value systems and learn to exercise new muscles like empathy and compassion to do this well.