221 Personal transformation and the hero’s journey ‘You cannot dream yourself into a character; you must hammer and forge yourself one.’ Henry David Thoreau The process of growth and transformation is a journey that can be scary, dark, lonely, intense and painful. It requires discipline and fortitude. It forces us to shed our false assumptions and habitual coping mechanisms to shift into a brave new way of thinking and behaving. This growth journey can be compared to what mythologist Joseph Campbell called the ‘hero’s journey’, which he proposed was the most common and archetypical story of humankind, shared across cultures and time. In a nutshell, he explained, ‘A hero ventures forth from the world of common day into a region of supernatural wonder: fabulous forces are there encountered and a decisive victory is won: the hero comes back from this mysterious adventure with the power to bestow boons on his fellow man.’ Figure 15.1 (overleaf) illustrates the journey in simple terms. 15
Vertical Growth 222 All heroes venture from the known world into the unknown where others are afraid to venture. In adult development terms, the known world is all things that are object to us; the unknown world is all the unseen factors to which we are subject (the bottom left of the Mindful Leader Matrix). The hero receives a call to adventure. If she accepts the call, she crosses the threshold from the known world into the unknown world. There, she experiences great trials. If she pushes through these trials, she hits the ‘Abyss’ — the deepest, darkest, loneliest point of her journey. If she can survive the Abyss and conquer her darkest demons, she is transformed. She is then prepared to take all the lessons she has learned on her journey back to her own people, who can benefit from her new knowledge. The hero’s journey in adult development In adult development, the ‘region of supernatural wonder’ is our own mind. And mindfulness is the tool we use to navigate that region successfully. Steven Baert, former Chief People Officer and Executive ABYSS Call to adventure Crossing the threshold Metamorphosis The ultimate boon Returning the boon KNOWN (OBJECT) UNCONSCIOUS UNKNOWN (SUBJECT) The road of trials Figure 15.1: the hero’s journey
Personal transformation and the hero’s journey 223 Committee Member of Novartis, shared with me another analogy of this process, ‘It’s like our mind is a 100-room castle. But over time we close all those doors because we’re afraid of finding what’s beyond them, and we occupy just a couple of rooms. Growth is about rediscovering the castle we live in and reopening all those doors. ‘As we develop as children and we get hurt, we actually narrow down who we are as a person by shutting those doors to avoid pain. We limit our thinking and our possibilities. Growth is about rediscovering who we were before we closed those doors, liberating our mind and expanding our possibilities.’ To further explore the hero’s journey and apply it to our own lives, let’s use one of the most famous archetypal hero’s journey stories, J. R. R. Tolkien’s The Lord of the Rings. The main hero, Frodo Baggins, receives the call to take the ring of power to Mount Doom and destroy it. He accepts the call and sets off on a journey, leaving behind all the comforts of his home in the Shire. He is immediately hunted by the terrifying Ringwraiths, but he pushes onward. The journey is long, tedious, and full of battles, reverses and trials. Eventually Frodo reaches Mount Doom, which is his Abyss. There, he has to face his deepest fears and the worst about himself. Eventually, the ring is destroyed, and Frodo returns home to the shire, where he is able to use the lessons he has learned on his journey to help his fellow Hobbits. In our world we receive ‘calls to adventure’ all the time. Sometimes they take the form of major life decisions, but more often they arise daily in the form of our emotional triggers. Every trigger we experience is evidence of something happening in our unknown world and an invitation to explore it. Sadly, we typically ignore or rebuff these calls, responding with aversion, numbing and delusion. Accepting the call is the path of growth, but it also means facing our fear and pain. As soon as we enter the unknown realm of our mind we are assailed by all kinds of inner resistance. Our mind wants to stay
Vertical Growth 224 in the comfortable, safe shire of our assumptions and habits. It’s very tempting to retreat back into the shire, because the comfortable path is the path of stagnation, not the path of growth. When we are brave we continue onward, guided by the north star of our values and our behavioural commitments: who we want to become. We experiment and fail over and over. We experience awkwardness, embarrassment, rejection. Sometimes it feels like we’re moving backward, not forward. It’s a very messy process. At this stage we need a lot of support, accountability and feedback. As Frodo had Gandalf, Samwise, Aragorn and others, we too need wise guides, friends and supporters who can help us see clearly and keep us motivated. We must also cultivate self-compassion and patience. Eventually we hit the Abyss. This is the place where we face our deepest fears and finally let go. Our old self must die in order for our new self to be born. Our socialised mind must retreat for our self-examining mind to supplant it. As Revathi Rammohan, at Novartis, told me, ‘We all have an inflated self-image and we all like to think we are good. In reality, we are not as good as we think we are, and coming to terms with that can be really tough. Although the process can be painful, there is joy in learning and growing. But you don’t get to that joy until you can shed your self-image and see the real truth about yourself.’ As we loosen the grip on our socialised mind and cultivate our selfexamining mind, we find that some of the people and circumstances we once felt comfortable with no longer fit and serve us. In Frodo’s case, he has evolved and discovers he is no longer comfortable in the safety of the Shire. In our case, if we make it far enough on our journey, we will find that we will move away from some friends and family members and gravitate towards those who share our values and priorities. When we do move on, we may find that some people in our lives try to draw us back into our old patterns in order to make us fit into their world. In enduring our hardest trials, we learn lessons that can be learned in no other way. We have invaluable experience that few other people
Personal transformation and the hero’s journey 225 have. We can then use our experience and lessons to help others on their own journey. Figure 15.2 shows how vertical growth maps to the hero’s journey. Be kind to yourself on the journey Growth can be excruciating. It forces us to confront the most painful truths about ourselves, to recognise our patterns of behaviour that harm others and limit ourselves. If we add harsh judgement and selfcriticism to that process, it frequently becomes too painful for us to grow. We shut down the process because we’re not giving ourselves enough kindness and compassion. I asked Anna Fillipsen, at Novartis, to share with me the best advice she would give to anyone embarking on a growth journey. She said, ‘To stay in this process you have to really learn how to take care of yourself. Take care of your heart so you can open up and be vulnerable with yourself and the issues you’re facing. Support yourself so you can become stronger in the process, instead of being beaten up by it. ABYSS Crossing the threshold Metamorphosis The ultimate boon UNCONSCIOUS UNKNOWN (SUBJECT) The road of trials Values applied.The end of comfort and into the danger zone. Self-support, accountability and feedback. Wise guide, cheerleaders (boss), mindfulness practice, recovery, rituals, etc. Facing our deepest fears and worries. Finally letting go and dying (socialised mind dies). A deeper insight, a more evolved leader. The next level of maturity (self-examining). The profound understanding and wellbeing from being inner directed. Call to adventure Returning the boon KNOWN (OBJECT) The need for self-authored /developmental leaders. Refuse the call: 'a life of quiet desperation' Inspiring values-based cultures. Inspiration replaces cynicism. Figure 15.2: vertical growth on the hero’s journey
Vertical Growth 226 ‘In the past I’ve beaten myself up much more and for much longer than I should have. If I could do it over again, I would be much kinder and more compassionate with myself. It’s the only way to be vulnerable with my fears and limitations in the most authentic way.’ If we can be kind with ourselves, Alexis Serlin pointed out, we can also be more honest and authentic with others, which creates greater connection. As he put it, ‘Looking great and protecting your image does not connect you with people. People don’t like robots — they like human beings who are beautifully imperfect. You don’t have to have all the answers. You don’t have to be in control. You can show your flaws and your insecurities. You can accept the fact that you are beautifully imperfect, and you can still enjoy the journey and have an impact on others.’ Be true to yourself Ultimately, the hero’s journey is less about our developing into something than about coming home to who we already are, underneath all our self-doubt and self-criticism, underneath our mentally constructed identity. It’s about giving up our attachment to patterns that no longer serve us, letting them die along with the constructed identity we built through those patterns. The spiritual teacher Eckhart Tolle observed, ‘Death is a stripping away of all that is not you. The secret of life is to “die before you die” — and find that there is no death.’ Mastering ourselves is more about removal than addition. It’s about stripping off the masks and images that we use to impress people, but that keep us feeling isolated. It’s about letting go of beliefs and ideas that keep us locked in selfdefeating habits. It’s about dissolving the inner judge, surrendering the burden of a busy mind, and rediscovering the innate love and wisdom that have been with us all along.
Personal transformation and the hero’s journey 227 As we let go, we begin to connect with our deepest, truest selves. In a sense, we take Pinocchio’s journey. Through a commitment to honesty, we become real and authentic, and our artificial selves fade away. As the parts of us that we want to hide from ourselves and the world are revealed, we are empowered to fully embrace our whole selves. This is how we find authentic joy and meaning in our lives. In this process, we evolve from socialised mind to self-examining mind to awakened mind. In self-examining mind, we can consciously choose our values and what we want our lives to be about, rather than catering to how everyone else wants us to live. In this state, not only can we lead our own lives better, but we also become better leaders to others. Susanne Schaffert, at Novartis, told me, ‘As a leader, you have tons of demands placed on you. You have to be clear with yourself, know your values and boundaries, and stay true to them. If you’re in a company that tells you to change your beliefs, values and style, you’re in the wrong place. You have to be yourself. When I’m 80 years old and looking back on my life, I want to remember that I was always true to my values. I was always honest, I always cared about the people around me.’ Living and leading from wholesome values is truly the ‘hero’s journey’, the metamorphosis of the caterpillar into the butterfly. Our fundamental source of wellbeing has shifted from the fluid and unpredictable external world to an inner compass of wholesome values. The journey challenges us to the very core. But we take it courageously to gain the wisdom and peace that can come only from living in alignment with our core, life-serving values. May you be well, my friend.
229 The Mindful Leader: Vertical Growth Resources The Mindful Leader: Vertical Growth Online Course themindfulleader.com/Vertical-Growth-Online-Course If you would like additional guidance, our evidenced-based, structured development online course is designed to support you to become sustainably growth based even long after the program is complete.
Vertical Growth 230 The Mindful Leader: Vertical Growth Program for Teams and Organisations themindfulleader.com If your team or organisation wants to develop a values-aligned, growth-based, psychologically safe culture, visit our website to learn more about our Keynote Series, Leadership Assessment & Leadership Program.
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232 Vertical Growth (2014). Effect of meditation on neurophysiological changes in stress mediated depression. Complementary therapies in clinical practice, 20(1), 74–80. 8. Davidson, R. J., Kabat-Zinn, J., Schumacher, J., Rosenkranz, M., et al. (2003). Alterations in brain and immune function produced by mindfulness meditation. Psychosomatic medicine, 65(4), 564–70. Kasala, E. R., Bodduluru, L. N., Maneti, Y., & Thipparaboina, R. (2014). Effect of meditation on neurophysiological changes in stress mediated depression. Complementary therapies in clinical practice, 20(1), 74–80. 9. Tang, Y. Y., Hölzel, B. K., & Posner, M. I. (2015). The neuroscience of mindfulness meditation. Nature Reviews Neuroscience, 16(4), 213–25. Fox, K. C., Nijeboer, S., Dixon, M. L., Floman, J. L., et al. (2014). Is meditation associated with altered brain structure? A systematic review and meta-analysis of morphometric neuroimaging in meditation practitioners. Neuroscience & Biobehavioural Reviews, 43, 48–73. 10. Lazar, S. W., Kerr, C. E., Wasserman, R. H., Gray, et al. (2005). Meditation experience is associated with increased cortical thickness. Neuroreport, 16(17), 1893. 11. Tang, Y. Y., Lu, Q., Geng, X., Stein, E. A., et al. (2010). Shortterm meditation induces white matter changes in the anterior cingulate. Proceedings of the National Academy of Sciences, 107(35), 15649–52. 12. Tang, Y. Y., Hölzel, B. K., & Posner, M. I. (2015). The neuroscience of mindfulness meditation. Nature Reviews Neuroscience, 16(4), 213–25. 13. Tang, Y. Y., Rothbart, M. K., & Posner, M. I. (2012). Neural correlates of establishing, maintaining, and switching brain states. Trends in cognitive sciences, 16(6), 330–37. 14. Tang, Y. Y., Ma, Y., Wang, J., Fan, Y., et al. (2007). Short-term meditation training improves attention and self-regulation. Proceedings of the National Academy of Sciences, 104(43),
233 Sources 17152–56. Tang, Y. Y., Hölzel, B. K., & Posner, M. I. (2015). The neuroscience of mindfulness meditation. Nature Reviews Neuroscience, 16(4), 213–25. 15. David, S. (2018). The gift and power of emotional courage, TED talk. 16. Government of Western Australia, Centre for Clinical Interventions, Tolerating distress, Resources, https://www.cci .health.wa.gov.au/ 17. Carpenter, J. K., Sanford, J., & Hofmann, S. G. (2019). The effect of brief mindfulness training on distress tolerance and stress reactivity. Behavior therapy, 50(3), 630–45. 18. In JoAnne Dahl et al. (2009). The Art and Science of Valuing in Psychotherapy. New Harbinger Publications. 19. David, S. (2018). The gift and power of emotional courage, TED talk. 20. Porath, C., & Pearson, C. (2013). The price of incivility. Harvard Business Review, January–February. 21. Scrivener, G. (2015). Why being accountable matters. trainingzone.co.uk, January 12. 22. Businessolver® 2021 State of Workplace Empathy Executive Summary, Businessolver.com; all rights reserved. 23. Mosley, E. (2016). 4 reasons employee appreciation matters year-round. HuffPost, the blog. March 3.
235 Index Abyss 222, 224 Acceptance and Commitment Therapy (ACT), and values 35–36 accountability —for culture 189–191 —as growth value 163 —and ourselves 191–193 —two sides of 195–196 accountable, holding yourself 70–71 Achor, Shawri, on happiness prediction 29 action, steps for taking 67–71 additional skills, identifying 69 admired leaders, top 20 characteristics of 43 adult development, hero’s journey in 222–225 agreements, factual 201–202 Almaas, A. H., on emotional safety xxiv–xxv anterior cingulate cortex 83 appreciation, giving with constructive feedback 213–215 approval-seeking 18 Ariely, Dan, on the unconscious mind 123–124 aspiration, statement of 59–61 assumptions —causing stress 136–142 —discovering your unconscious 134–136 —false 104–105 attachment, questions on 142–143 attachments, causing stress 136–142 authenticity, value of 36–38 avoidance of emotion 90 awakened mind 25–28 Baert, Steven —on adult development 222–223 —on choosing values 38 —on growth edge 49–50 —on his shadow 130–132 —on loving oneself 119
Vertical Growth 236 Baggins, Frodo, and the hero’s journey 223–224 Barth, Caroline, on being true to self 32 behaviour, aligning with organisational values 164 behaviour and best intentions, gap between 47–49 behavioural change, choosing 67–69 behavioural commitments, translating values into 162–167 bodily tension 93–94 body, mindfulness of 96, 98–100 Bouchard, Nathalie, on her shadow 133–134 brain, changes in the 81–84 Brown, Brené, on numb emotion 105 Bultó, Victor, on self-awareness 32–33 C-System pathway 9 Callanan, Kevin —on being kind to oneself 152 —on socialised mind 22–23 —on vertical growth xvi–xvii Campbell, Joseph, and the hero’s journey 221–222 challenger safety 174–175 chaos 199 Chen, Serena, on self-compassion xxvi Circumplex 52–53 Clark, Timothy, on psychological safety 174–175 clear requests, making 210–211 Collins, Jim, on leadership 191–192 commitment, values for 39–43 committed action, steps for taking 67–71 conscious agreement to requests 211 conscious, committed action, steps for taking 67–71 conscious, compassionate feedback, giving 207–215 constructive feedback —giving appreciation with 213–215 —and psychological safety 202–204 contributor safety 174 Cook-Greuter, Susanne, on adult development 20 corpus callosum 83 Coven, Stephen M. R., on trust 63 credibility, destruction by defensiveness 217–218 curiosity, using to understand feedback 218–220 David, Susan —on avoidance of emotion 89–90 —on emotional suppression 92
Index 237 Dean, Margaret —on her shadow 128–130 —on self-shaming xxv —on socialised mind 17–18 —on vertical growth xv–xvi Deecke, Philippe —on mindfulness 89 —on tough conversations 65–66 defensiveness, destructiveness of 217–218 deliberately developmental, becoming xxiii–xxiv denial, overcoming 112–114 Diamond, Stephen, on the shadow 124–125 distress intolerance 90–91 distress tolerance —cultivating 218 —cultivating through mindfulness 89–94 doable requests 211 Edmondson, Amy, on team psychological safety 173, 180–181 effectiveness of leadership teams 214 emotion, avoidance of 90 emotional suppression 92 employee engagement rates in US xx engagement, values for 39–43 factual agreements 201–202 factual feedback 208–209 false assumptions 104–105 fast brain, slow brain 8–12 fears causing stress 136–142 feedback —difficulties with giving 206–207 —giving conscious and compassionate 207–215 —and leadership effectiveness 216 —receiving with growth mindset 215–216 —using curiosity to understand 218–220 feeling tone, mindfulness of 96–97, 100–102 fight behaviours 113 figurative language and emotional brain activation 209 Fillipsen, Anna —on being authentic 29–30 —on changing behaviour 152 —on the growth journey 225–226 —on mindfulness 89 flexibility, psychological 6 flight behaviours 113 Folkman, Joseph —on honest feedback 44, 203–204 —on leadership effectiveness 215
Vertical Growth 238 foundations of mindfulness —four 96–104 —in practice 106–108 Frame, Sheila —on core values 57–58 —on self-compassion 117–118 —self-defeating pattern of xi–xii freeze behaviours 113 Friedman, Edwin, on socialised mind 31–32 Furey, Tracy, on being accountable 70, 194–195 Gladsden, Brian —on benefit of mindfulness 84 —on bodily tension 93–94 —on vertical growth xvii goals vs values 57–59 group feedback, difficulties with 205–206 growth edge, finding 49–51 growth mindset —honesty as foundational value for 43–45 —receiving feedback with 215–216 growth values, places to explore 52–57 growth values (Quadrant 1) 41–45 Hanson, Rick —Neuro Dharma 82–83 —on unhappiness, depression and anxiety 90–91 Heaphy, Emily, on effectiveness of leadership teams 214 hero’s journey —in adult development 222–225 —summary 221–222 —vertical growth on 225 honest feedback, giving 44–45 honesty —as foundational value 43–45 —as growth value 162–163 —of individuals 64 horizontal development xii–xvii Hudson, Ross, on image management 55–57 Huizinga, Mimi —on fear 140–142 —on numbness 40 human development, stages of 14–28 image management —definition xv —vs vertical growth xix–xxii inclusion safety 174 inner judge as numbness trigger 114–116 inner psychological safety see psychological safety insecure overachievers xxi intention and language 212–213 intentions and behaviour, gap between 47–49
Index 239 Jung, Carl —on making the unconscious conscious 123, 127 —on shadow work 8, 111–112 Karkoschka, Urs —on bodily mindfulness 99 —on harmony as a child 23 —on self-regulation 80 Keesan, Barry, on receiving tough feedback 217 Kegan, Robert —on Deliberately Developmental Organisation xxiii, 175 —on image management xv —on the OBT 67–68 —on self-authoring mind 19–20 —on self-sovereign mind 16 —on self-transforming mind 25 —on subject-object theory 14–16 kind to oneself, being 225–226 kindness as growth value 163 Kouzes, Jim —on communication by leaders 13 —on leadership effectiveness 215 —Leadership Practices Inventory 42 —on mindful leadership xxvi–xxvii Lahey, Lisa —on Deliberately Developmental Organisation xxiii, 175 —on image management xv —on the OBT 67–68 language and intention 212–213 leaders, trust in 64 leadership effectiveness 215–216 leadership and the self-examining mind 31–33 leadership teams, effectiveness of 214 leadership values, most important 42–43 learner safety 174 LeDoux, Joseph, on habitual behaviours 9 Lieberman, Matthew, on habitual behaviours 9 life steadiness and safety, false assumption about 104–105 Losada, Marcial, on effectiveness of leadership teams 214 McMaster, Jenelle, on her shadow 132–133 Maslow, Abraham, on growth 28 matrix see also Mindful Leader Matrix —how team psychological safety affects left side of 176–179 Matthews, Isabel —on bodily mindfulness 100 —on giving feedback 50, 54–55
Vertical Growth 240 Maxwell, John C., on personal growth xxiii meaning, mindfulness of way of making 97, 103–104 meditation vs mindfulness 80 messy processes, expecting 150–152 metacognition 92 micromanaging 86–88 mindful agreements, making 199–202 Mindful Leader Matrix see also matrix —completed examples 144, 145 —genesis of 3–12 —and mindfulness 87–89 —personal examples 146–149 —setting team or organisational values with 159–162 —using 72–74 —using in personal life 144–150, 157 —using in teams and organisations 156–158 mindful leadership and vertical growth xxvi–xxvii mindfulness —cultivating distress tolerance through 89–94 —four foundations of 96–104 —and matrix 87–89 —research on 81–84 —and subject-object theory 108–109 mindfulness training, types of 84–87 mindfulness vs meditation 80 needs, respecting everyone’s 200–201 Neff, Kristin, on self-compassion xxv, 119 negative rumination 90–91 Neuro Dharma, Rick Hanson 82–83 numbing feelings, false assumption about 105 numbness —breaking the pattern of 119–122 —inner judge as trigger 114–116 —overcoming 112–114 One Big Thing (OBT), identifying 67–69 oneself, being true to 226–227 organisational shadow —effect on values of 178–179 —owning your 167–172 organisational values —aligning behaviour with 164 —setting with matrix 159–162 organisations —using matrix in 156–158 —vertical growth within xvii–xix
Index 241 pain resistance, false assumption about 105 Peck, M. Scott, on pseudo-community 199 personal accountability, question for 193–195 personal life, using matrix in 144–150 plastic heroes xxi positive action language 210–211 Posner, Barry —on communication by leaders 13 —on leadership effectiveness 215 —Leadership Practices Inventory 42 —on mindful leadership xxvi–xxvii posterior cingulate cortex (PCC) 83 Potnis, Avinash, on authenticity 36–38 present requests 211 pseudo-community 199 psychological flexibility 6 psychological rigidity 5 psychological safety —and constructive feedback 202–204 —cultivating xxiv–xxvi —key elements of 180–181 —and self-compassion 117–119 Rammohan, Revathi —on cultural assumptions 103–104 —on self-compassion 118 requests, making clear 210–211 results vs values 57–59 rigidity 5 rituals 161 role modelling 166 sadness, feeling 92–93 sample matrices (right side completed) 73, 74 Sapolsky, Robert, on stress 135 Schaffert, Susanne —on being true to yourself 227 —on vertical growth xix Scrivener, Graham, on leadership and accountability 192–193 self, being true to 226–227 self-authoring mind 19–20 self-awareness —importance of xxii–xxiii —practising 95–109 self-centred mind 16 self-compassion and psychological safety 117–119 self-examined life 28–30 self-examined mind xv self-examining mind —characteristics of 19–25 —and leadership 31–33
Vertical Growth 242 Senge, Peter, on change in organisations 192 senses, mindfulness of 96 Serlin, Alexis —on accountability 71 —on feedback 212–213 shadow —owning your organisational 167–172 —seeing 112–114 —seeing and resolving 127–134 —uncovering the 124–127 Short, Selina —on feedback to leaders 216 —on patience 51 Skinner, James —on difficult values 54 —on mindfulness 109 —on socialised mind 18–19 slow brain, fast brain 8–12 socialised mind 17–19 specific requests 210 Spittle, Paul —on kindness in giving feedback 213 —on the OBT 69 —on self-awareness xxiv —on vertical growth xvi spray-and-pray approach to development xvii–xviii strategies vs values 57–59 stress, factors causing 136–142 subject-object theory —and mindfulness 108–109 —and vertical mind development 14–16 support structures, creating 71 Team Psychological Safety 158, 173–176 —effect on left side of matrix of 176–179 team triangulation see triangulation team values, setting with matrix 159–162 teams, using matrix in 156–158 tension, bodily 93–94 Thaifa, Zina, on mindfulness practice 83–84 thoughts, mindfulness of 97, 102–103 Tolkien, J. R. R., and the hero’s journey 223 Tolle, Eckhart, on death 226 Tolman, David —on looking good 24 —on non-defensiveness 27 Tougas, Gervais —on bodily feelings 99 —on growth 72 —on practising 51 —on values and behaviour 66 triangulation —cost of 187–188 —definition 183–184 —stopping 186–187
Index 243 trust, destruction by defensiveness 217–218 200 per cent accountability in action 196–199 unconscious assumptions, discovering your 134–136 unconscious programming 123 values —acting on 65 —clarity of 39–43 —effect of organisational shadow on 178–179 —for engagement and commitment 39–43 —translating into behavioural commitments 162–167 —vs results, goals and strategies 57–59 vertical growth —features of xiii —on the hero’s journey 225 —and mindful leadership xxvi–xxvii —vs image management xix–xxii —within organisations xvii–xix vertical growth journey, mapping online 59, 61 victim versus players concept xviii–xix workplace empathy, study on 213 Wortley, Michaela, on overcoming zone 1 tendencies 53–54 X-System pathway 9 Zenger, Jack —on honest feedback 44, 203–204 —on leadership effectiveness 215
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