Archives For leadership

(Note: I found these discussions in my files and thought you would enjoy them, especially at these times when we are all stepping up to greater personal power and responsibility.)

Leadership is Not for Everyone

Leadership is not for everyone because you must be a leader 100% of the time.

Here is a useful analogy: I’m a gardener. My garden depends on me to water it, pull weeds and not step on the plants. I can water it well all the time, pull all the weeds, and talk nicely to the shoots. But if I’m having a bad day and I go out and stomp on the plants— even if my tirade only lasts five minutes out of the whole summer— my garden is devastated. Sure, the strongest plants—the ones I didn’t totally destroy, will be able to repair themselves. But even if I keep watering and weeding them, they’ll never, ever be what they could have been. And of course, the weaker plants won’t survive at all.

I can lament, repent, apologize but the living things I hurt will always show signs of damage. When you do something that hurts another, an apology doesn’t cure the damage, it only keeps it from getting worse.

Leaders create leaders. It’s impossible to manage people into being leaders. When you show up in the power of your unique essence energy—that creates a magnetic space in which others lift to their highest essence. Leaders have a resonance and charisma that create leaders in their wake.

Power and Authority

Some organizations—organized religion, large companies, governments— hold their authority because they make the house rules. However, they lose their authority when they don’t listen to the people. By not listening, such organizations also lose the next higher lever of power—that of influence. What is sad is that many of our large organizations appear to be incapable of responding differently.

When authority doesn’t respond to the people, the people will eventually pull back their power, and leave the game altogether. For example, I was visiting a friend in St. Petersburg, Russia, I learned that nearly all educated and successful Russians keep their savings in U.S. dollars locked in cupboards. They’ll only put up with currency devaluations and unfair taxation so long before they completely pull out of the legal money markets. Something else will fill the void and there is no going back.

Here is another example. In England Queen Elizabeth and Prince Charles have authoritative power. Princess Diana had influence. People give the power to the influencer to influence them. There is nothing authoritative power can do in the face of true influence.

There can be incredible change when authority and influence reside together. We want our authorities to have the vision and human connection of an influencer. Martin Luther King, Gandhi… were influencers.

Authoritative power is based on fear. It lasts as long as people transfer their power to what they fear. No matter what, power comes from the people. Authoritative power can also be based on the culture or tradition—it is a habit to give power to the king, the boss, the chief.

Fear is the transfer of power to what you fear.


Darkness: The darkness and shadows we see in the world only seem darker because the overall  light is brighter. On a cloudy day the shadows don’t seem as dark as on a bright day.


The personal quality of honor—honoring another— is the key to ending conflict and war. It is more effective than the idea of peace, because honor is experienced personally—one-to-one, while peace generally isn’t experienced as individuals.

Clear Vision

We must not only have a clear vision of the future, we must cut the past, so we don’t drag it into the future.

On May 2, 2011 the elite special force unit known as SEAL Team 6 killed Osama Bid Laden in his fortified compound in Afghanistan. The effectiveness of Navy SEAL teams are legendary, precisely because they act as teams.

The son of a good friend is a Navy SEAL, so we sometimes hear a bit of the back story. Because getting Bin Laden has been a military goal since the tragedy on 9/11, it was important to Barack Obama that it was finally accomplished. Sometime after the successful raid, the President met with the men of SEAL Team 6 to thank them for their extraordinary service. While congratulating the lot of them, Obama was reported to have said that he just wanted to know which man had made the fatal shot?

The Commander-in-Chief’s question at first was met by silence. Then, in true SEAL Team fashion, a soldier spoke up: “We all did, Sir.”

This makes me wonder how life would be if we learned to play as a team with the rest of humanity and the Earth. Heck, what if we could just get our politicians to see that they are on a ‘governing team’ or a ‘leadership team.’

In creating the future we want, let’s be able to stand together, no one better than another, each one supporting his/her ‘teammates’ and truly say, “We all did, Sir.”

by Jonette Crowley, copyright 2011

 The Greek ideal of democracy was leadership by reasonable men (well, it was only men back then), reasonably discussing common issues with the goal of consensual problem-solving

 I close the newspaper with disgust: one political party stonewalling another–both parties equally guilty–better to have a colossal failure to blame on the other guys, than a workable solution. Good guys and bad guys. Complex issues boiled down to rhetoric in black and white sound bites. In the world of polarity, the center is never the goal. The dance becomes one of counter balancing extremes. Where are the reasonable men and women when we need them? If I stake out the position of saint, you must be the sinner in this binary game. In fact, being the saint requires the position of sinner be filled. From the extremities our brethren lob rocks at the other–saints and sinners both with equally deadly throws. From where I sit in the middle (maybe you’re there too?), I can only duck.

 I don’t know how to fix government, except to be a reasonable voice for leadership. Guess we have to look at ourselves, our relationships, our viewpoints. Have we slid into binary beliefs ourselves? Do we insist on the simplification of issues into right and wrong? Us versus them? Black and white? Or are we prepared to wade into the middle where things may not be as neatly defined, but there are infinitely more possibilities?

White Eagle:  With your hands raised, radiating outward to the world, your five fingers of your right hand describe five points of spiritual leadership.  First and foremost, your thumb stands for compassion.  Compassion is love, forgiveness, equality, humility, and it circles back to love.  The index finger of your right hand stands for visionary focus, holding the highest possible vision no matter what the reality seems to be.  The middle finger of your right hand is courage, which includes strength, power and empowerment, willingness to stand by your ideals – courage.  The ring finger for your right hand stands for honor.  Honor means respectful, trustworthy, humble, graceful and connected – honor.  The small finger of your right hand stands for the fifth quality of leadership, optimism.  See that which is good, and creating from that, seeing that which is wise, seeing the highest ideals and highest intent.  Connect your small finger with your thumb to make a circle – optimism touches compassion. Your new Testament talks about leadership.  It used the parable of the shepherd and his flock.  The shepherd looked after every lamb and no lamb was so lost or insignificant that the shepherd did not move to find it.  That is a good analogy of leadership.  Compassion means everything is included.  There is nothing outside the realm of leadership, of the caring of a leader.  Leadership is most of all, inclusive, and that inclusiveness is actually more important than the vision, for when all are included a vision is spawned.  Sometimes in your world, a leader is said toi have a vision and that calls forth the people.  It looks like that’s what’s happening, but in the higher realms calling for the people creates the vision.  Call forth the people, and the vision will come.  Inclusiveness.  In your life you will be served by inclusiveness, including all the lost sheep and the sheep that are together in the flock.  Leadership sees no limits, leadership sees no detractors.  Leadership seeks not to lead from its own agenda, but  to find the highest ground of the group.  Inclusive. Much of the leadership you will do is on the inner planes.  You lead spaces, holding the space, knowing with optimism that the space will be filled with people.  You lead by your example even if no others watch you in this world.  Sometimes you have been misguided to think that leaders must be visible, and the more famous the better.  That’s one way to lead, but with these lines of light, these fibers of power, you will move into the possibility of leading invisibly to the masses, and visibly, of course, to the masters.  Fame and followers is not a prerequisite of leadership. Compassion, visionary focus, courage, honor and honoring, and optimism.  You can have those every day in the quiet stillness of your life, in your families and in your relationships, in your thoughts and in the dreams that you hold.  By committing to stepping up to spiritual leadership, you will be given gifts and challenges – more gifts than challenges, but challenges in order to find which gifts are suitable to you.  You will find extraordinary circumstances to be raised up and to be of service, and you will find them in the most ordinary of places.  You will be of service to old friends and to new ones, to people who think like you do and to people who don’t think anything like you. When you reach out your hand, it is the hand that holds these five qualities and more.  You may find your hands taking on movements of their own.  Follow their wisdom and trust that they know what they’re dong.  In the next few weeks you each have the opportunity to hear a deep inner voice, a voice that for many of you is familiar, but for some its higher than you’ve been.  Listen for that inner voice of wisdom, of clear guidance.  It may come in a dream that is so real.  It may come in a moment of prayer or meditation, or a moment of exercise.  Commit now to pay attention, and to hear and query that voice.  For those of you who have learned to channel, use this as a focus for your channeling, asking for words for your leadership path.  Perhaps it’s a vision, or perhaps it’s just the next step.  Sometimes the entire path is obscured from this vantage point, and becomes clarified with each step. Rise above the limitations of self guilt, self doubt and self sabotage.  Rise above those chains of inaction, they do not serve your present or your future.  Imagine now those chains falling away, dissolving into ash, liberating you, for an unliberated leader is not a leader.  As you look forward, look not to the horizon, but to the sun itself.  A leader does not know where the past will go, but a leader meets each step with those five qualities. Certainty is not a need of a leader.  With your eyes, as you grow in this role as a leader in this moment in this world, you will see others coming along beside or behind you who are leaders too.  With your vision, with the light of the fibers of light that you hold, you can support them in their leadership.  You don’t have to initiate them or touch their third eye but support them knowingly in their awakening to power and truth.  Look for leaders – they are there.  How else did we find you?

CEOs or Captains?
By Jonette Crowley

A recent Denver Post, highlighted the courage of two heros: one, U. S. Airways Captain Chesley “Sully” Sullenberger who successfully landed his plane on the Hudson River after the engines became disabled; two, Captain Richard Phillips of the Maersk Alabama, who allowed himself to be taken by pirates to save his crew. Both of these men demonstrated courage and skill, while taking total responsibility for their people in a situation that could have been beyond their control. These men are not captains in the military. They are civilians. They are managers. Like managers everywhere they are in charge of capital equipment, employees, customers, safety and goals.

Contrast them with the story earlier this week of ex-Qwest CEO Joe Nacchio beginning to serve his 6-year prison sentence for insider trading. His name, adds to the list of wealthy CEO’s of huge companies sentenced to prison for fraud and other crimes, executives such as Bernard Ebber of WorldCom and Jeffrey Skilling of Enron.

These CEO’s and the captains each faced extraordinarily difficult situations—the CEO’s faced (helped create?) the financial meltdown of their companies. The captains faced imminent, perhaps catastrophic danger. The CEO’s acted like emperors, grabbing riches and surrounding themselves with lawyers. The captains assessed the situation, behaved as heroes, and in the case of Captain Phillips, put his own life in danger to protect his crew.

As managers we each decide daily if we have the true grit to behave as these captains did, taking full and complete responsibility for the situation and their charge. We can take seminars in accountability or we can read the newspapers and decide who are the real leaders and who we want to be.

by Jonette Crowley

copyright Jonette Crowley 2008


I’ve been thinking about group decision making and reflecting that it just doesn’t happen in the work setting, but also in families. I saw this play out several years ago when my Dad died at age 74 from a staph infection that resulted from heart surgery. All six of his children were at his side.


Participating in the family decision making that led to removing Dad from life support taught me so much about the group process of reaching consensus. I watched as the decision unfolded one sibling at a time. Before this I had assumed that a decision was the outcome or the actual choice itself, in this case “to unplug Dad”. But what I deeply understood that day in the ICU waiting room is that the decision is also the process. Why this seemed so clear in this case was that the outcome – to unhook him and allow him to die—was probably already known in each of our minds, yet we still needed to engage in group decision making.


Perhaps by virtue of being the oldest or because I was less emotionally distraught, I assumed a leadership role. I “called the question” with the data: Dad became brain-dead the night before with no hope of recovery. I then stated my opinion of a course of action in order to put the issue clearly in front of the family, “I think we should talk to the doctor about removing Dad from life-support.” Then I sat back, as this was not my decision to make. I held a space for the real process of decision making to occur.


We all took turns expressing our feelings, our opinion, our very raw emotions around the question. One brother expressed anger “You can’t just schedule a death.” Our youngest sister was ready to begin getting things organized. For her and for me, we deal with loss or major change by digging in to the tasks at hand. Two other sisters bickered at each other – that had always been their reaction to stress. Another brother silently wept. We all honored each other’s processing to get to the ultimate conclusion. By taking the time for such a discussion and expression of feelings the real decision was made. What I now understand is the decision wasn’t about getting mental agreement or buy-in to the course of action, but in allowing the space for the emotional agreement to evolve.


As leaders our job is to call the question, to be emotionally unattached to our opinion as we hold a potent neutral field for the evolution of a group decision. In this way we serve by power, not by force.

White Eagle on Service:

“You serve the world best by focusing on your own growth and then offering it to the world, giving and receiving it at the higher dimensions. You serve least well by filling your minds with lots of different beliefs, because they’re interesting. It is fine, but don’t let all the different beliefs take you off the track of your own energy. Use your rational mind as a collector, but it doesn’t organize, it just takes things in. Let your spirit organize what your mind collects.”


White Eagle on Censorship, the day after the US Presidential Election:

“None of you do well censored. Whether you’re censored because you believe it is safer, or out of habit, or for fear of your own greatness, this is time for all censorship to be thrown aside. It doesn’t matter if the censorship is self- or other- imposed. The greater is self-imposed censorship. Humans have been their own jailors and have disenabled themselves to dream big.


“It is a historic time now with the new US president-elect. It will give permission for ordinary people all over the world to cast their eyes higher. People have been looking at the ground for too long. Energetically a great deal happened yesterday. Hope opened up. And it’s much beyond this man. It is not that he can change the world, but if the world believes it can be changed, then one man can be a symbol of it. There are many people stepping up to an uncensored leadership.


 Visionaries are Required!

Copyright 2008 Jonette Crowley,





Economies, societies and organizations follow the classic “S” growth curve. A period of growth and expansion is followed by a plateau or leveling out, and then a decline. When the plateau is reached, or the decline begins, if people continue doing the same things they’ve always done—even those things that brought them success in the past, they will continue to decline—sometimes at an ever-accelerating rate.


Of course what we would all like is to personally and collectively be on an ever-ascending path of prosperity and success. It just doesn’t work that way. In fact, the decisions you make and the skills you gain during the decline or deconstruction phase gives you the tools to recreate a new growth curve, with the opportunity for an even higher summit. The belt tightening, the re-evaluation of old ways, the restructuring of systems all create a more robust platform for future growth. What you learn in the lean times is what enables the next growth spurt.


Remember, the greater the deconstruction, the greater the opportunity for recreation. During the transition time, the old must be questioned. The world has changed. It is a time that requires visionary leadership. YOU must face forward to what can be—not looking back at what might be lost. Hold the highest vision possible for our world leaders, the global economy, and humanity’s spiritual awakening.


In nearly every pantheon of gods and goddesses, there is a destroyer god and a creator god. This is a time of immense creation that requires vision and leadership from everyone. Stay focused on the vision of that next summit and you will bring others along with you. The opportunity to build the world we choose is ours now.


CALLING all lightworkers to an even greater mission and vision

UNITING spiritual seekers to co-create the next steps in humanity’s awakening

SUPPORTING teachers and leaders with new tools for expanded mastery

BUILDING on expanded consciousness to leverage your contribution to the world


In order to join together and unite the highest visions for the world, we have been asked by the guides and communities of light, to create a forum of lightworkers to have the opportunity to meet annually in Europe and North America over the next decade. It is simply called “The Gathering”. Our mission is to unite the visions and work as one for the new Earth. I am the co-chair of this international conference, along with Cecilia Sifontes of Sweden.


If you are ready to join together for the next step, this Gathering is for you. The first conference, with some of the world’s most high consciousness speakers, will be February 27, 28 & March 1, 2009 in Solothurn, Switzerland.