Knowledge and Wisdom: APractitioner's Path to FlightWritten By: Shannon Shultz

"Knowledge is knowing that tomato is a fruit.Wisdom is not putting it in fruit salad.”

~ Unknown

While The Leadership Circle framework can be apowerful foundation for transformation, knowing itsins-and-outs—and being able to bring it to life withclients—is as different as knowledge and wisdom. Thisarticle will highlight three distinct and subtle shifts thatincrease the impact with the leaders and teams I serve.

Move from talking about it to "being about it."

This "rst subtle shift reminds me ofhow my personal trainer invites me tostop reporting my progress andactually start lifting weights. Getting toknow the Leadership Circle frameworkstarts with a gradual deepening andeventual up leveling of each person'spersonal relationship to ReactiveTendencies.

Shannon ShultzFounder - Shultz Consulting Group

Move from talking about it to "being about it."

First, tracking the movement.Get to know how each of thetendencies moves through you,so you ‘know’ them. This meansgetting to know your ownphysical response, and thenidentifying the #avor of fear thatis driving it.

Move from talking about it to "being about it."

Second, be amused. With time,this amusement will morph intofull-#edged admiration. Personally,I began chuckling about my mostquirky qualities and consideringthose formally forbidden aspectsthat had been kept under lock andkey, and smiling about thecharacter I had become (as if itwere new).

Move from talking about it to "being about it."

Third, build a circle. The largestleaps of personal andprofessional growth have comethrough these relationships andI believe our ability to impactglobal leadership in a profoundway depends on us cultivatingthese relationship circles forourselves.

Move from ‘figuring it out’ to ‘inviting it out’.

Effective development work has required a major shift from ‘"guring itout’ to ‘inviting it out,’ especially in the realm of exploring beliefs andassumptions. The reasons this shift is challenging are not surprising:1) Being the expert is seductive. My desire to help others get out of theirown way or to ‘see the light’ through insights that have made themselvesclear to me, is often present.2) Being the expert is often preferred and expected by clients. It is notuncommon for clients to want to be told how to think and what to do.3) Being the expert appeals to one's sense of efficiency. We have a biasfor action, and a natural urge to just tell someone instead of fosteringdiscovery about it.

Move from ‘figuring it out’ to ‘inviting it out’.

The most effective strategy to move from ""guring itout" to "inviting it out" is getting clear about roles. Thecoach's role is to join the client as a fellow traveler inthe exploration of what this means for her, be presentand listen deeply, and build the habit of exploringwith--not for--the client.

Move from owning the results to sharing the experience.

A coach's ability to do this constellates around trust in acreative intelligence greater than the problems,challenges, and complications they are working. Believethat the client is naturally intelligent, creative, resourceful,and whole. Whenever you "nd yourself unconsciouslydoubting a client’s resourcefulness, recalibrate, as itprobably means you are taking on more than your share ofthe responsibility.

By making these three subtle shifts (1 - Move fromtalking about it to being about it, 2 - move from"guring it out to inviting it out, and 3 - move fromowning the results to sharing the experience), apractitioner or coach of The Leadership Circlepro"le can be more effective in helping theirclients achieve the lasting change they're after.

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practitioners-path-to-!ight