Early on, Kay distinguished herself as an advanced level communicator as she worked her way through undergraduate studies and through law school. She has been sharing her leadership development programs with audiences since 2003. Kay launched the Maverick Leadership Institute with the intention of bringing the subject of what constitutes fair uses of power out into the open.

The first principle of the Ten Maverick Leadership Principles is that one ought to engage in fair uses of one’s power.

This principle renders dominance tactics used by others to get their way/agenda as off-limits. Tactics such as threatening, interrupting, insulting, denigrating your competence, critiquing your communication style, correcting your grammar or pronunciation, pulling social rank, putting you in your “place,” circling the wagons and gaslighting are all dominance techniques that constitute unfair uses of power. And there are more could that could be listed.

From a severely bullied child to a fierce attorney and onward to the middle way, Kay has experienced the spectrum of how power is wielded and the fallout from power being wielded poorly.

Kay’s conclusion: Those with the most power have the most responsibility to wield that power with fairness.

Fair uses of power is similar to the concept of noblesse oblige. Those with resources can and should reach for their version of success while also helping those right in front of them. Even the smallest acts of kindness can positively charge multitudes of people with increased hopefulness and a sense of joy as they experience a feeling of community.

Bald ambition, without a moral compass, is just another raving lunatic urge that can thoroughly ruin lives, families, companies, industries, nations. . .

Sometimes the most radical and courageous act is to be willfully optimistic and maintain the spiritual confidence that there are more good people than bad and that it matters what we choose to do.

When KAY WILSON SPEAKS, people listen and think. Her gift of connecting seemingly disparate ideas to unveil correlations and meaning helps her audience come away with a higher state of awareness and commitment to consciously getting better through exercising their personal WILL TO EVOLVE.

KAY WILSON SPEAKS ON COMMUNITY BUILDING. . .

From Me and We to ALL OF US:
The Next Wave of Intentional Evolution

Kay weaves a compelling story of humankind in its trajectory of from thousands of years of collaborative survival strategies which proved humanity’s resilience and perseverance against tremendous odds. Kay has said:

“Humankind survived because of its coordination of social structures that increased the odds of survival; family, tribe, and community. You had to contribute, share and work together to make it. Everyone had their skill and abilities, and there were intergenerational support systems.”

Kay points out that the ultimate gift we humans have is “our ability to increase our conscious awareness at will. We have reason and the ability to share knowledge with each other.

By harnessing our awareness, we can tip the point at which humanity comes together to solve its pressing challenges by leaving behind petty differences that divide and conquer our human spirit.

There is room at that table for everyone and it’s all hands on deck. This is NOT a drill, but a very serious exercise in maturity, personal leadership and putting aside petty differences to focus on the common aim of all well-intentioned humans. We start with managing how we use our power over ourselves, our power among and between others and how we deploy resources in our family, social groups, immediate community and larger community.

As we endeavor to do better with what we have, right now, with what is right in front of us, we need to consciously keep identifying the impact that all of our choices will have on the larger world and human society.”

Key shifts leading to increased awareness:

  • Courage is the foundation for personal evolution. Courage is essential to acting with character; acting with character is essential for leading others. Start with you. Work on self. I work on me. You work on you.
    • Walk the talk first, then print up the expert business cards.
    • I work on me; you work on you. When I see it in you, I turn it back on me and ask, how’s the fit?
    • Being at the front of the room, in the corner office or ensconced in a Bentley doesn’t mean your work is done.
    • You are a work in progress. So am I. So are we.
  • Leadership is the ability to influence others.
  • All worthwhile endeavors require self-selection:
    • The Hero’s Journey
    • Answering “The Call” with action
    • Decisional Shifts and Reframes
    • Do what you can with what you have in the present moment to help whoever is right in front of you.
  • Human and interspecies survival depends upon a broader concept of one’s tribe or in-group (cross-generational, interconnected consciousness).
  • All children are ALL OUR CHILDREN. And every critter wants to live. – Just ask them.
  • WE cannon survive without all of US pulling together.

KAY WILSON SPEAKS ABOUT PERSONAL LEADERSHIP FOR THOSE WITH STRONG PERSONALITIES…

Charm School for Mavericks

There was a time when upper class people would send their children to finishing school or charm school in order to help them learn proper manners and etiquette. From balancing a book on their head for posture training to learning the intricacies of handling introductions for people of differing social stations, rank and title, the charm school classes were meant to refine and polish the young person.

Within the business community, sending someone to “charm school,” was code for arranging for coaching, counseling or some other intervention for a manager or executive who was creating problems by stepping on toes, throwing his weight around, engaging in dominance tactics and insulting people left and right.

“The problem is,” as Kay points out, “that maverick leaders are very talented, rapid-fire thinkers who make things happen and drive business so as it often happens their productivity eclipses their negative episodes. Then one day, it becomes apparent that the maverick leader is opening up windows of potential liability and something needs to change.”

Maverick leaders tend to be smarter, braver and stronger than the average person. That combination of traits is particularly useful to organizations and mavericks tend to rise in organizations. They also tend to stall-out at some point unless, or until, they learn how to moderate their wattage at will as a part of their self-mastery.

Key shifts leading to increased awareness:

  • Maverick leaders who are frustrated can engage in bullying or dominance tactics;
  • The fallout from negative maverick behaviors
  • The Ten Maverick Leadership Principles
  • Principles of De-escalations
  • Effectively resisting dominance tactics