Copyright 2007, Meyer Leadership Group
All rights reserved.

    Background  We often act as though there are no connections between
    the individual and the organization, between inner experience and outer
    expression or between the behavior of our leaders and the effectiveness of
    our organizations and communities.  Yet the reality is that they are intricately
    interconnected.  The consequences of their interplay are the differences
    between outcomes such as distrust ↔ trust, disease ↔ health or decay ↔

    One of the main causes of failure to be effective as a leader is a lack of social
    skills and sensitivity.  James Flaherty, a leading trainer of executive coaches,
    states emphatically that it’s only through the development of competence in
    the domain of “relationships with others” that an individual has “any chance of
    being successful in any organization.”  Influential psychologist Arnold Mindell
    has illustrated eloquently how incongruent behavior gives birth to tension and
    conflict in social settings.  In The Congruent Leader (TCL) we practice and
    become more skilled at “walking our talk” and developing greater
    social intelligence.

    Under conditions that both support and expand leadership development,
    TCL extends the personal and group exploration of leadership dimensions
    identified during Third Millennium Leadership.  While the focus of the second
    program, Developing Leadership Potential, is on the development of individual
    potential, the emphasis in TCL is primarily on the interpersonal, i.e., being
    effective in human interaction.

    Process  Open group process provides the experiential format for interaction,
    interspersed with reflective and dyadic experiences, didactic sessions and
    focused group interaction.

    Outcomes  In this program, participants will:        

  • Recognize and experience congruent and incongruent behaviors
    and how they impact leadership effectiveness.
  • Uncover personal "blind spots" that may lead to incongruent behavior
    and limit their impact as leaders.  
  • Practice related skill development in a dynamic interpersonal
  • Be more comfortable with the process aspects of group interaction
    and organizational life.
  • Practice and develop the skill of risk-taking.
  • Expand their capacity for using the meta-skill of “deep democracy.”
  • Take greater responsibility for their own development as leaders.
  • Learn assertive leadership behaviors.
  • Become more skilled at communicating in both unstructured and
    structured groups.
  • Enhance their capacities for emotional and social intelligence.
  • Understand more fully the significance and complexity of “leadership
    as social artistry.”
  • Create and implement a personal leadership development plan.
(415) 383-8833
The Congruent Leader
"Incongruity is the mother of tension and conflict."  
Arnold Mindell