Expanded opportunities for implementation become more visible and a new, human center is established. The elusiveness of one's center is understandable enough, though uncomfortable and unprofitable. Thus, in defensive reaction to trauma, we form strong limiting beliefs that over time become unconscious. The result can be missed opportunities, unseen choices, prolonged decision dilemmas, and silent personality clashes. The new leader strives for inner freedom, full choice between the various dichotomies facing us daily.
Dichotomies are collections of opposite emotional values that result in everyday conflict.
Inner freedom means that neither side of the dichotomy is unduly weighted, resulting in more objective choices. Acting from this center, the leader may prefer to be right but doesn't have to be right. The leader who has the emotional flexibility to be wrong can approach a decision-making process with the goal to understand all viewpoints before selecting the best. This is true leadership and is quite different from entering the process unconsciously bent on prevailing. In the first instance, we adjust the project blueprint for the best result, an inexpensive change in the planning stage.