There is a difference between a leader who reacts and a leader who chooses to act with awareness. This difference is not down to intelligence or experience – it is down to an inner quality called conscious leadership.
The business world has long pitted the rational manager, armed with their tools and figures, against the intuitive leader who «feels» things before analysing them. The reality for organisations undergoing lasting transformation is quite different: both are indispensable, and it is their combination that makes the difference.
Certain business situations defy all conventional tools: a recurring conflict, a brilliant team that doesn't collaborate effectively, a project that stalls despite everyone's best efforts. When usual methods aren't enough, the source of the problem is often found elsewhere than where it's being looked for.
In some circles, having support is still perceived as an admission of weakness. The reality is quite different: it is one of the most strategic decisions a leader can make.