Tao Te Ching Leadership Quotes

Leading people is like cooking Don’t stir too much
It annoys the ingredients
And spoils the food

Giving birth without possessing, animating without subjecting, fostering without dominating.

The wise leader does not make a show of holiness or pass out grades for good performance. That would create a climate of success and failure. Competition and jealousy follow.

A Good Group A good group is better than a spectacular group. When leaders become superstars, the teacher outshines the teaching. Very few superstars are down-to-earth. Fame breeds fame, and before long they get carried away with themselves. Then they fly off center and crash. The wise leader settles for good work and then lets others have the floor. The leader does not take all the credit for what happens and has no need for fame. A moderate ego demonstrates wisdom.

Force and Conflict The leader who understands how process unfolds uses as little force as possible and runs the group without pressuring people. When force is used, conflict and argument follow. The group field degenerates. The climate is hostile, neither open nor nourishing. The wise leader runs the group without fighting to have things a certain way. The leader’s touch is light. The leader neither defends nor attacks. Remember that consciousness, not selfishness, is both the means of teaching and the teaching itself. Group members will challenge the ego of one who leads egocentrically. But one who leads selflessly and harmoniously will grow and endure.

Take It Easy Trying too hard produces unexpected results: The flashy leader lacks stability. Trying to rush matters gets you nowhere. Trying to appear brilliant is not enlightened. Insecure leaders try to promote themselves. Impotent leaders capitalize on their position. It is not very holy to point out how holy you are. All these behaviors come from insecurity. They feed insecurity. None of them helps the work. None contributes to the leader’s health. The leader who knows how things happen does not do these things. Consider: When you think that you are so good, what are you comparing yourself with? God? Or your own insecurities? Do you want fame? Fame will complicate your life and compromise simplicity in your comings and goings. Is it money? The effort of trying to get rich will steal your time. Any form of egocentricity, of selfishness, obscures your deeper self and blinds you to how things happen.

The wise leader pays respectful attention to all behavior. Thus the group becomes open to more and more possibilities of behavior. People learn a great deal when they are open to everything and not just figuring out what pleases the teacher.

How can a good reputation be a hindrance? A good reputation naturally arises from doing good work. But if you try to cherish your reputation, if you try to preserve it, you lose the freedom and honesty necessary for further development.

In The Tao of Leadership, John Heider stresses the importance of interfering as little as possible. “Rules reduce freedom and responsibility,” he writes. “Enforcement of rules is coercive and manipulative, which diminishes spontaneity and absorbs group energy. The more coercive you are, the more resistant the group will become.” Heider, whose book is based on Lao-tzu’s Tao Te Ching, suggests that leaders practice becoming more open. “The wise leader is of service: receptive, yielding, following. The group member’s vibration dominates and leads, while the leader follows. But soon it is the member’s consciousness which is transformed, the member’s vibration which is resolved.

Center and Ground The leader who is centered and grounded can work with erratic people and critical group situations without harm. Being centered means having the ability to recover one’s balance, even in the midst of action. A centered person is not subject to passing whims or sudden excitements. Being grounded means being down-to-earth, having gravity or weight. I know where I stand, and I know what I stand for: that is ground. The centered and grounded leader has stability and a sense of self. One who is not stable can easily get carried away by the intensity of leadership and make mistakes of judgment or even become ill.

A Warrior, a Healer, and Tao The leader can act as a warrior or as a healer. As a warrior, the leader acts with power and decision. That is the Yang or masculine aspect of leadership. Most of the time, however, the leader acts as a healer and is in an open, receptive, and nourishing state. That is the feminine or Yin aspect of leadership. This mixture of doing and being, of warrior and healer, is both productive and potent. There is a third aspect of leadership: Tao. Periodically, the leader withdraws from the group and returns to silence, returns to God. Being, doing, being… then, Tao. I withdraw in order to empty myself of what has happened, to replenish my spirit. A brilliant warrior does not make every possible brilliant intervention. A knowing healer takes time to nourish self as well as others. Such simplicity and economy is a valuable lesson. It deeply affects the group. The leader who knows when to listen, when to act, and when to withdraw can work effectively with nearly anyone, even with other professionals, group leaders, or therapists, perhaps the most difficult and sophisticated group members. Because the leader is clear, the work is delicate and does not violate anybody’s sensibilities.

The Paradox of Pushing Too much force will backfire. Constant interventions and instigations will not make a good group. They will spoil a group. The best group process is delicate. It cannot be pushed around. It cannot be argued over or won in a fight. The leader who tries to control the group through force does not understand group process. Force will cost you the support of the members. Leaders who push think that they are facilitating process, when in fact they are blocking process. They think that they are building a good group field, when in fact they are destroying its coherence and creating factions. They think that their constant interventions are a measure of ability, when in fact such interventions are crude and inappropriate. They think that their leadership position gives them absolute authority, when in fact their behavior diminishes respect. The wise leader stays centered and grounded and uses the least force required to act effectively. The leader avoids egocentricity and emphasizes being rather than doing.

Harsh Interventions There are times when it seems as if one must intervene powerfully, suddenly, and even harshly. The wise leader does this only when all else fails. As a rule, the leader feels more wholesome when the group process is flowing freely and unfolding naturally, when delicate facilitations far outnumber harsh interventions. Harsh interventions are a warning that the leader may be uncentered or have an emotional attachment to whatever is happening. A special awareness is called for. Even if harsh interventions succeed brilliantly, there is no cause for celebration. There has been injury. Someone’s process has been violated. Later on, the person whose process has been violated may well become less open and more defended. There will be a deeper resistance and possibly even resentment. Making people do what you think they ought to do does not lead toward clarity and consciousness. While they may do what you tell them to do at the time, they will cringe inwardly, grow confused, and plot revenge. That is why your victory is actually a failure.

All Inclusive The single principle can be found everywhere, all the time. Everything works according to it. Every life unfolds according to it. The single principle does not say yes to this and no to that. Even though Tao is the source of all growth and development, nothing profits Tao. Tao benefits all without return and without prejudice. Neither is the single principle private property. You cannot own it. It does not own you. Its greatness lies in its universality. It is all-inclusive. The wise leader follows this principle and does not act selfishly. The leader does not accept one person and refuse to work with another. The leader does not own people or control their lives. Leadership is not a matter of winning. The work is done in order to shed the light of awareness on whatever is happening: also, selfless service, without prejudice, available to all.

Keep It Simple Do not get carried away by the group process. Stick to the single principle. Then you can do good work, stay free from chaos and conflicts, and feel present in all situations. The superficial leader cannot see how things happen, even though the evidence is everywhere. This leader is swept up by drama, sensation, and excitement. All this confusion is blinding. But the leader who returns again and again to awareness-of-process has a deep sense of how things happen. This leader has a simple time of it. The sessions flow smoothly, and when the group ends, the leader is still in good spirits.

The wise leader does not intervene unnecessarily. The leader’s presence is felt, but often the group runs itself. Lesser leaders do a lot, say a lot, have followers, and form cults. Even worse ones use fear to energize the group and force to overcome resistance. Only the most dreadful leaders have bad reputations. Remember that you are facilitating another person’s process. It is not your process. Do not intrude. Do not control. Do not force your own needs and insights into the foreground. If you do not trust a person’s process, that person will not trust you.

The wise leader is like water. Consider water: water cleanses and refreshes all creatures without distinction and without judgment; water freely and fearlessly goes deep beneath the surface of things; water is fluid and responsive; water follows the law freely. Consider the leader: the leader works in any setting without complaint, with any person or issue that comes on the floor; the leader acts so that all will benefit and serves well regardless of the rate of pay; the leader speaks simply and honestly and intervenes in order to shed light and create harmony. From watching the movements of water, the leader has learned that in action, timing is everything. Like water, the leader is yielding. Because the leader does not push, the group does not resent or resist.

Knowing how polarities work, the wise leader does not push to make things happen, but allows process to unfold on its own. The leader teaches by example rather than by lecturing others on how they ought to be. The leader knows that constant interventions will block the group’s process. The leader does not insist that things come out a certain way. The wise leader does not seek a lot of money or a lot of praise. Nevertheless, there is plenty of both.

In his new adaptation of the Chinese sacred text Tao Te Ching, Stephen Mitchell offers a provocative take on Lao-tzu’s approach to leadership: I have just three things to teach: simplicity, patience, compassion. These three are the greatest treasures. Simple in actions and thoughts, you return to the source of being. Patient with both friends and enemies, you accord with the way things are. Compassionate toward yourself, you reconcile all beings in the world.

7. THE KEY TO SUCCESS IS COMPASSION In his new adaptation of the Chinese sacred text Tao Te Ching, Stephen Mitchell offers a provocative take on Lao-tzu’s approach to leadership: I have just three things to teach: simplicity, patience, compassion. These three are the greatest treasures. Simple in actions and thoughts, you return to the source of being. Patient with both friends and enemies,

If you want to be free, learn to live simply. Use what you have and be content where you are. Quit trying to solve your problems by moving to another place, by changing mates or careers. Leave your car in the garage. If you have a gun, put it away. Sell that complex computer and go back to using pencil and paper. Rather than read every new book that comes along, reread the classics. Eat food grown locally. Wear simple, durable clothing. Keep a small home,