Prosocial behaviors are social actions taken within a group or organization that benefit others by modeling the way while setting the standard for reforming group norms. These behaviors purposefully seek to improve morale, relationships, and workplace culture. Those who engage in prosocial behaviors ignore fears, doubts, and risks to Self while shunning any personal rewards, benefits, or status enhancements.
Examples of Prosocial Behaviors include, but are not limited to:
• Speaking up, pro or con
• Strategically dissenting
• Forming political alliances
• Remaining bipartisan with detractors
• Speaking up for The Silenced
• Acting on behalf of The Suppressed and The Oppressed
• Engaging The Disaffected and he Disengaged
• Doing the right thing despite opposition for doing so
Transcendent behaviors exceed expectations and responsibilities. They go above and beyond by consciously and purposefully choosing to resist pressure from others while pursuing transformative changes. Transcendent behaviors are designed to incrementally reform dysfunction, whether of people, policies, or practices that have been supporting the dysfunctional status quo. They set the standard for ethical, kind, and fair ways of thinking, talking, and acting.
Examples of Transcendent Behaviors include, but are not limited to:
• Improving your leadership style
• Focusing on people first, profits second
• Ethically leading the unethical
• Engaging the indifferent
• Supporting the morally courageous
• Encouraging intellectual curiosity
• Rewarding initiative and creativity
• Insisting upon collegial teamwork
How many leaders do you know that talk and talk, but never get around to doing anything?? “Too many” is the typical answer. Distinguished Leaders are diametric opposites: they talk to prepare others to take action, then they lead with strategic actions. Action in and of itself is not effective; Strategic Action is what effective leaders strive for. Action is not about running around in circles looking busy and in charge; it is about doing what is necessary to make a difference in the lives of others. Distinguished Leaders are action-oriented.
Distinguished Leaders have a message to share that is based on their moral compass, life’s mission, and leadership style. Their message is not about what others can do. It is about what the leader’s philosophy, purpose, and focus is. They believe so profoundly in Their Message that they are willing to share it with others, relying on the “ripple effect” to get Their Message out. Distinguished Leaders always have a Message to Share.
For those familiar with me, you will recognize My Message:
As you lead with kindness, caring, and compassion,
You make a difference in your corner of the World
While rippling across the Universe.
Through our Spiritual Partnerships,
We’ll share this Message and
Inspire and Lead a Movement.
Other Examples of Your Message:
• The collective well-being must be our deepest purpose.
• What we say matters. What we do matters more.
• All discrimination is unjust.
• Lead with grace.
Distinguished Leaders are resourceful and innovative. It is about more than just thinking outside of the box. They accept how things are rather than wishing things were better; then they get resourceful and find new ways of solving old problems. Being resourceful requires them to deal skillfully and promptly to solve difficult problems rather than engaging in analysis paralysis. Distinguished Leaders are innovative, which requires them to use new thinking, new perspectives, and new solutions for all challenges, new and old. Innovation often requires making changes that affect the status quo, which definitely brings resistance from those who develop, support, and maintain the status quo for their own benefit or comfort. Distinguished Leaders use progressive thinking to innovate, and then use confidence and competence to take actions that are resourceful.
One of my clients was habitually following the instructions, style, and philosophy of her ineffective and authoritarian boss…then chronically wondered why she never felt successful. After she and I analyzed her boss, she was able to see that he was her diametric opposite, as a person and as a leader. He was a dictator, liked to demean people to “keep them on their toes,” and created chronic chaos by changing things “just to keep people off balanced.” As the light bulb turned on in her head, she was able to see that she was succumbing to his pressure to use his leadership style (authoritarian/dictator), not her own. This awareness created yet another problem for her: she became aware that she didn’t know what her style was. Over time, she and I identified her philosophy of life (kindness and compassion), who she wanted to help (those traumatized by others), and what was the most effective leadership style for her personality type (coaching). We discussed how she could use this awareness and information to practice a leadership style that was effective with her employees. She had to learn more about human nature, personality types, motivators and de-motivators, and how to communicate more effectively with others. Today she is a Distinguished Leader who knows who she is, what kind of a leader she wants to be, and what skill sets she needs to be successful as a leader and person. She had to become quite resourceful and innovative to overcome the inertia of her company’s culture, oppose her boss’s pressure to be a dictator and meanie, and stand up for herself and her employees who were under constant siege. Distinguished Leaders are resourceful and innovative.