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For the vast majority of people, collaboration is a matter of willingness, not ability. And unless there is a fundamental wish to collaborate, it won’t happen. When senior people in organisations tell their team leaders to work together, it will only happen if ‘they’ want it to.

How do you handle change? How comfortable are you with what’s on your plate? Are you going with the flow or resisting? The quality of your leadership depends on how you deal with the cards you draw and how you succeed using what you’ve got. In this article, we present seven perspectives on personal mastery and leadership effectiveness, drawing from ancient spiritual wisdom from around the world.

You want your team to be great and you understand that the effectiveness of your team depends on the effectiveness of your leadership. So why does it sometimes seem so hard to put into practice?

Your frustration is understandable. Sometimes the issue is that the environment or culture of the company, the economy or the world at large do not support great leadership. But great leadership does emerge in some pretty dismal environments. So blaming it on the environment doesn’t entirely explain why we can sometimes have so much difficulty doing the things we know we are supposed to do.

Anne Frank chronicled in her diary in 1943, “The good news is that you really don’t know how great you can be, how much you can love, what you can accomplish, and what your potential is!” Great leaders are on to this.

Obedience diminishes with education and connection. Obedience is not replaced with disobedience, so much as it is replaced with personal responsibility. As people are better educated and more connected they become more willing and more capable of taking responsibility and less willing to submit to authority.

When do you put your trust in people? Ask around, and many people will say, “I trust people when they’ve proved they can be trusted”. Others give The Enlightened Response: “I trust people until they let me down”. Which is your stance?