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6 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 5 outcomes, which means there is something internally to shift so they may apply themselves in a new way. I’m not measured by whether my clients produce the outcomes they came to coaching for; I’m measured by whether or not they know how they produced those better and more desirable outcomes. I always expect to leave an engagement with a leader when they recognize they are operating from a healthier mindset than when they came to the coaching and are now able to sustain that excellence when they go. Why? Because in an enterprise, that’s an enduring competitive advantage.” Nothing in this new paradigm suggests that this journey to self-awareness is an end unto itself -- on the contrary. Harvey believes that when a leader does the generative work of revealing, claiming, and operating through their authentic self, they can begin to turn their attention to their employees and truly focus on their needs, goals, desires, personalities, aspirations, etc., in other words – on liberating their workforce members’ full potential, authentically. Learning to listen into the enterprise at every level becomes a superpower. Leaders can learn to perceive and recognize the patterns that define the unique blend of mindsets and technical acumen which combine to generate their healthy, empowering workplace climate. That formula is exactly what generates a customer experience that competitors cannot replicate because they do not have the same talent and well supported workforce. You might be thinking as you read, that this makes sense and since it does, how come leaders and teams aren’t doing this already? Thinking gets calcified through history and habit. Human neurobiology prefers habit as a conservation strategy for personal energy. History and a preference for the simplicity of best practices that others pioneer cause leaders to default to what’s familiar and being talked about by other leaders they admire. ‘Following the leader’ cuts off access to personal ingenuity and ignores the constantly shifting context that is unique to their enterprise. “Over time, I have continued to look at this question,” she muses. “‘Why do some leaders and teams have a 10X improvement in productivity and others