Applying SAL Theory in Real Life

 

Chapter 27

Applying SAL Theory in Real Life 

For Executives, Managers, and Administrators

Without real work and life application, the SAL Theory isn't worth much. 

Freedom Focused is just beginning to unearth the mine and unlock the treasure trove of wisdom available in this groundbreaking self-leadership theory. We anticipate much critical review and research will follow the work that Dr. JJ has put forth in this foundational text and seminal theory.   

In the meantime, there are a few key points worth highlighting for C-level executives and other leaders, managers, and administrators.

This is not to say the theory is not applicable at lower levels of an organizational hierarchy or on an individual self-action leader basis; of course it is!  

Nevertheless, generally speaking, the SAL Theory may be more interesting and useful to executives, managers, and administrators, while the SAL Model may be more interesting and useful to lower-level supervisors, team leaders, teachers, coaches, mentor, and frontline workers and students.  

SAL Theory

Specific Points to Ponder

1.  C-level or other executive leaders, managers, and administrators will be more successful if they have personally earned entrance into the Polishing Stage or higher. Thus, they ought to celebrate and elevate applicants who have faced great challenges and overcome them.

Flag Tower in Ngo Mon Sqaure
Hue, Vietnam

Lee Ellis is a retired Officer in the United States Air Force. He spent five years imprisoned in the infamous Hanoi Hilton in Vietnam after his aircraft was shot down by the Viet Cong during the Vietnam War. 

Ellis has spent many decades reflecting on lessons he learned during and after those incredibly challenging POW years. He effectively explains the value of meeting and overcoming adversity thusly:

"Because wisdom and maturity are forged in trials, I would think twice before hiring someone for an executive leadership role who has not been humbled through significant struggles. Leaders devoid of crucible experiences are likely to be overly confident about their ideas, less sensitive to those of others, and surprisingly more susceptible to fears. Leaders motivated by fears and selfishness tend to make choices and cultivate attitudes that undermine the growth of the organization and its people." (1)

2.  Executives, managers, and administrators would be wise to determine what level(s) of Existential Growth should serve as prerequisites for hiring various positions within the organization. 

3.  Leaders, managers, and administrators should develop their own personal plans for Existential Growth via a concrete composition—followed by a regular review of—one's SAL-Declaration of Independence and SAL-Constitution in concert with a trusted mentor. No matter how high YOU may rise up an organizational hierarchy, never forget the words of Dr. James G.S. Clawson, who adroitly and humbly noted: One of the biggest leadership issues [throughout the world today] is the inability of people—even and especially managers and executives—to lead themselves. (2) 

"One of the biggest leadership issues is the inability of people—

even and especially managers and executives—to lead themselves."

—James G.S. Clawson, Ph.D.

4.  In conjunction with becoming experts on the SAL Theory and Model, leaders, managers, and administrators should provide comprehensive SAL training to all mid- and lower-level managers and employees in the organization. They should then encourage their entire workforce to likewise compose—and then regularly review—one's own SAL-Declaration of Independence and SAL-Constitution with the guidance of a trusted mentor.

With thorough SAL training and review, a culture of integrity-rich Existential Growth will gradually permeate the entire organization. Eventually, this will lead to dramatic increases in company cohesiveness, efficiency, effectiveness, and productivity.

Organizational cultures that are founded on SAL principles and practices will achieve unprecedented success in the long-run. It will take an authentic and sincere effort up front—including a concrete investment of time—but if implemented properly and persistently, stunningly positive results are inevitable.  

5.  Leaders, managers, and administrators should keep in the forefront of their minds the natural relationship that exists between the SAL Hierarchy and the Law of Attraction. In so doing, remember the following...  

a. Self-action leaders are naturally attracted to those in either the same level of Existential Growth as they currently stand—or the level they aim and hope to eventually attain. As such, basic social associations and patterns provide many clues to an individual's present Existential Standing—and future potential.   

b. Self-action leaders who authentically desire higher levels of Existential Standing will naturally seek out teachers, coaches, and mentors whose Existential Standing is greater than their own. Such individuals—regardless of their background, education, and training (or lack thereof)—are valuable employees who are worthy of significant present and future investments.  

c.  Careful observations related to the Law of Attraction will empower you to identify patterns of all kinds and be able to take necessary actions to either "accentuate the positive" and mentor, reform, or otherwise "eliminate the negative." 

In Your Journal

• What other ways (that aren't listed above) might you apply the SAL Theory to the day-to-day challenges and dilemmas you face as an executive, manager, or administrator?  

—Dr. JJ

Wednesday, December 18, 2024

Palm Beach Gardens, Florida, USA

Author's Note: This is the 422nd Blog Post Published by Freedom Focused LLC since November 2013 and the 231st consecutive weekly blog published since August 31, 2020.   

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.........................

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Chapter 27 Notes

1.  Ellis, L. (2012). Leading with Honor: Leadership Lessons from the Hanoi Hilton. FreedomStar Media. Page 183.

2.  Clawson, J. G. S. (2008). Leadership As Managing Energy. International Journal of Organizational Analysis. Volume 16, Issue 3. p. 174-181. DOI:10.1108/19348830810937943. Page 175.