The Zen Leader: 10 Ways to Lead Fearlessly

Author : Dr. Ginny Whitelaw

Reviewed by
Davina Agnes Enteli
Pengarah Jabatan Keselamatan Jalan Raya Negeri Sarawak

The Zen Leader: 10 Ways to Lead Fearlessly is written by Dr. Ginny Whitelaw who
is a leadership expert and cofounder of Focus Leadership. She is also a Zen Master
whilst serving as a Deputy Manager for integrating NASAs Space Station Program.
In this book, the author outlined 10 fundamental shifts a leader can achieve just by
reframing ones approach to an issue. This book encourages leaders to shift ones
consciousness in order to create transformational leaders. In which, instead of
steering leading people to exhaustion, leaders can ensure they have created a future
with joy and enthusiasm. One of the most interesting aspects highlighted in this book
is that how a leader can be at peace in using pressure instead of being used by it
and its connection to the human dynamics. The author lined the following ways in
transforming to be a Zen leader:
i.

From coping to transforming

Coping with a situation attracts negative energy as a leader is more
inclined to tolerate, rationalize, resist, getting angry and to be in denial
when leading the organization. Instead, the author mentioned that a leader
needs to flip the coping to transforming by approaching it with positive
energy in acceptance, joy and acceptance;

ii.

From tension to extension

The author mentioned that a tensed leader will remain stuck in making
decisions as the body dynamics manifests itself. So when one is able to
sense tension or tiredness, one would do less damage in his or her action
after one return to a relaxed state readily. The author talked about energy

management laws as in finding ones rhythm in the body in order to build

energy through physical practice and align energy on a vision or purpose;

iii.

From Or to And
The author stresses the importance of the breathing paradox. She also
discussed the healthy tension and being wired to the nervous system in
order to find the appropriate balance. Over reaction and under reaction are
the two possible outcomes if a leader cannot balance his or her flexibility
or control. A leader needs to identify an ongoing challenge and two
opposing forces that keep it in play and finds the best goal on that
indicates the right time to shift;

iv.

From Out there to In here

A leader must be able to start accepting reality contains much more
possibilities that one can see. Finding ones root and claiming the power
as to discover one self. In this chapter, the author also teaches a leader
the power of meditation, not only in strengthening the core but also finding
acceptance;

v.

From Playing to Your Strength to Strengthening Your Play

A leader may or may not know of his or her strongest game; attributes or
skill sets that one is able to bring in during a situation. Here the author
categorize the strengths into four namely Driver, Organizer, Collaborator
and Visionary. Once the strengths have been identified, its time for the
leader to strengthen his or her play by being to seeing, building a practice
and fielding ones best player;

vi.

From Controlling to Connecting

Control be it self-control, quality control or span of control is about taking
charge and the illusion of control often makes a leader to be a hands on
organizer. The author stresses the importance of being less of an
organizer and more of a collaborator, less of a driver but more of a
visionary and connecting for influence in a situation. Understanding of
ones needs and interest may often help in making a connection;

vii.

From Driving Results to Attracting the Future

Result driven may seem to continuously push one into achieving ones
goal. Instead, the author talked about attracting or creating the pull of
working with larger forces. Allowing the mind to sense opportunities and
change gears not only enabling leaders to listen for the future and yet still
manage to transform in the present. This is also supported by establishing
a core practice with the human body;

viii.

From Its all about me to Im all about it

The author took the Maslow Hierarchy which recognizes the depth of
human needs and the way on how they build on one another. Energy
management details the ability to be the best when ones energy level is
high. Serving the situation as to cater to ones needs such as physical,
security, affiliation and personal power will give one a better understanding
ones own stuck points. After that, this will allow one to explore new values
that a leader can find;

ix.

From Local Self to Whole Self

It is important to know some self-awareness which is clarity on who one is,
whether it is ones strengths or weaknesses. Sometimes a leader seem
static is because of the frame of reference. The author encourages one to
widen the net, imagine the what ifs and turning the imagination into reality;
Whole self is able to achieve when a leader becomes all the players and
factors in the situation, being the whole picture and keep practising and
eventually no self stands apart;

x.

From Delusion to Awakening

The author talked about slowing down for a moment to assess the whole
situation. The mind is able to absorb and connect in more levels than
expected when a situation is assessed calmly and without distraction.
Putting ideas and solutions to work requires the application of the good,
better and best practises. At the end of the day, always make time for
reflection to listen and learn.

In this book, the author encourages the readers to understand the science and the
art of leadership. It helps one to find a solution from the inside out. In conclusion,
Zen leaders are basically leaders who are aware with the human dynamic as well as
the surroundings. It is also for leaders to understand, use and build on his or her own
natural gifts.