Are you Above or Below the Line?
In leadership and personal development, the concept of being "above or below the line" has gained significant attention, especially in the context of the book "15 Commitments of Conscious Leadership" by Jim Dethmer. This concept offers a powerful framework for understanding our mindset and behaviors, especially in challenging situations. Let’s delve deep into this idea, exploring how it relates to transforming our leadership style and personal growth.
I use the term leader, as I believe we are all leaders of our own lives.
Understanding Above and Below the Line
At its core, being "above the line" signifies a state of openness, curiosity, and a willingness to learn, while being "below the line" indicates a closed, defensive, and committed to being right mindset. This distinction is not about moral judgment but rather an awareness of our mental and emotional state, influencing our thoughts and actions.
Being Above the Line:
When we are above the line, we operate from a place of consciousness and responsibility. In this state, we can remain open to feedback, confront challenging truths, and foster an environment of trust and transparency.
We are committed to growth and improvement.
Being Below the Line:
Below the line, we are often reactive, driven by fear, insecurity, or the need to control. This state is marked by blame, denial, and defensiveness, leading to a toxic work environment and strained relationships. Recognizing when we are below the line is the first step toward shifting toward a more effective leadership style.
Below are two examples of someone being Below the Line and Above the Line:
In a business meeting, an employee named Alex demonstrated "below the line" behavior during a discussion about project delays. The meeting, which includes various team members and is led by the project manager, Sarah, aims to identify the reasons for the delay and find solutions.
Situation Description
Defensiveness: As the meeting progresses, Sarah points out that the project milestones have not been met on time. When she asks for explanations, Alex immediately becomes defensive. Instead of acknowledging personal or team-related setbacks, Alex blames external factors, such as vendor delays and insufficient resources.
Avoiding Responsibility: Alex consistently shifts the blame to others, avoiding any personal accountability. He claims his tasks were completed on time and suggests that the management did not allocate resources effectively despite clear evidence of missed personal deadlines contributing to the delay.
Negative Communication: Throughout the discussion, Alex's tone is negative and dismissive. He interrupts others, including Sarah, and dismisses constructive feedback or suggestions. His language is peppered with phrases like "It's not my fault," "You don’t understand the situation," and "Nothing I do matters here."
Resisting Feedback and Change: When Sarah and other team members suggest ways to improve project management and avoid future delays, Alex is resistant. He does not engage with the ideas presented and insists that his way of handling tasks is the only correct method. He refuses to consider new strategies or acknowledge the need for change in his approach.
Undermining Team Morale: Alex’s behavior affects the entire team’s morale. His negativity and unwillingness to collaborate or take responsibility created a tense atmosphere. Other team members become less inclined to contribute to the discussion, fearing similar confrontation or dismissal.
Impact
Alex's "below the line" behavior in this meeting hinders productive dialogue, prevents problem-solving, and strains team relationships. His defensiveness, blame-shifting, and resistance to feedback not only derail the meeting's objective but also contribute to a toxic work environment.
Now, let's look at a different scenario.
In the business meeting addressing project delays, Alex exhibits "above the line" behavior, characterized by accountability, open communication, and a constructive approach.
Situation Description
Accountability: When the project manager, Sarah, discusses the missed milestones, Alex acknowledges his part in the delays. He calmly explains his challenges, such as unforeseen complications or errors in time estimation, and expresses his responsibility for these issues without blaming external factors.
Open Communication: Alex actively listens to feedback and engages in the conversation with a positive and constructive tone. He asks questions to understand different perspectives and communicates his experiences and observations clearly, contributing to a solution-oriented discussion.
Seeking Solutions: Instead of resisting feedback, Alex welcomes suggestions from Sarah and the team. He is willing to adapt and improve, discussing how he and the team can address the project's challenges together and prevent similar issues in the future.
Collaboration and Support: Alex contributes positively to the team dynamic, offering help to colleagues who might be struggling and discussing how they can support each other to meet project goals. This fosters a sense of teamwork and collective responsibility.
Constructive Feedback: He provides thoughtful and constructive feedback to the team, identifying both strengths and areas for improvement. Alex focuses on how the team can grow and achieve better results rather than dwelling on past mistakes.
Impact
Alex's "above the line" behavior in this meeting promotes a productive and positive atmosphere. His accountability, open communication, and collaborative approach facilitate constructive dialogue, helping the team to identify practical solutions to the delays. This behavior not only enhances team morale but also aligns with effective problem-solving and project-management strategies.
Being above or below the line is a powerful metaphor for understanding our approach to leadership and life.
By embracing the habits of conscious leaders, we can cultivate a mindset of growth, openness, and responsibility, leading to more effective leadership and fulfilling lives,
When was the last time you were Below the Line? What would the situation look like if you were Above the Line?
Are you interested in exploring these concepts further?
The 15 Habits of Conscious Leadership is a great resource.
