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 | Dennis Roberts | | Executive Coach/ Business Mentor |
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It is a common misconception to assume the terms feminine and woman are synonymous. They aren’t. When I write of feminine energy I draw from diverse fields ranging from consciousness, holistic healing, metaphysics, Taoism and even tantra. The key learning from Taoism is that all things have both a masculine and feminine energy.
In the context of negotiation your feminine energy is passive, reflective, all encompassing, balanced, collaborative and universal. It is the field of infinite potential from where all things are made manifest. It is where all things are one. Drawing from Taoist principles there is no conflict, no struggle, no competing interests, no winners/ losers, no getting ripped, no self-serving interests, no domination to the exclusion of others, no power plays and no ego.
Whilst this is a tad idealistic it does provide a foundation. Whether you are male or female, and even if you are playing in the highly competitive, dog eat dog world of commerce there are simple basic shifts of ideology and practice that can transform how your negotiate and the outcomes you gain from an effective, heartfelt negotiation with a greater infusion of feminine energy.
Here are a few simple ways you can incorporate more of your feminine energy in negotiation situations:
Clarify your intention – even before you start the act of negotiating get clear on your intention. Your intention reflects your state of being. At your deepest core are you combative and competitive or is it your intention to seek mutually beneficial outcomes where both parties win and you have the foundations of an enduring, sustainable and meaningful relationship - a relationship which may be the forerunner for many such negotiations and introductions.
Listen deeply – practice the art of listening. To effectively listen to what someone says during a negotiation start with empty mind and an open mind. Don’t be so attached to your own view that you miss what is being communicated – both said and unsaid. To truly listen is a vastly different felt experience than simply to hear. Practice engaging in a dialogue not duelling monologues.
Open your mind – there is a distinction between taking a position and an interest. Positions are entrenched and can be difficult to move from. Retain some flexibility about the position you take, if indeed, you take one. Where possible define and communicate your interests. If you negotiation is truly a dialogue where you both seek to find mutually beneficial outcomes then if you share what your interests are you create the possibility for the other party to help you find a way to win. A way you may not have thought of yourself.
Leave something on the table – the expression “people buy emotionally and justify rationally” holds true. Find ways to explore mutually beneficial outcomes so that you both win. The negotiating to win approach of yesteryear is a very one dimensional strategy to succeed in business. You don’t have to play business that way. If it doesn’t serve you then it doesn’t serve them either.
Are you needs being met? – the feminine approach to negotiation recognises that at some level, maybe many levels, you are like me and therefore at its core is the intention that a good negotiation is one where we both have our needs met. The paradigm of thinking is that together we can grow the pie not compete with each other for a share. The feminine perspective is drawn from a field of anything is possible.
Sustainability and growth – the cornerstone of our economic system is growth. All of our success measures incorporate growth. The key to this shift of the feminine is not a pre-occupation with growth for growth’s sake but is this growth sustainable. Is this deal we are negotiating a one-off, short term agreement or does this serve the longer term, sustainable interests of both of us.
Intuition – practice and refine your intuition. Your intuition is a higher dimension than instinct. Intuition is a higher state of consciousness than instinct. When you make business decisions try to get to that place where you experience a felt sense of inter-connectedness, higher purpose, greater good, concern for fellow man, etc. Instinct is very different. It is fear based. It is your flight or fight survival reflex. Your instinct has a primary duty of care for just one person – you. So, when you say, “I made my decision based on gut instinct”, know that it is very different from, “I followed my intuition.”
Hopefully, you can see that the feminine energy has a role to play in helping us in business and leadership. It will help you find your flow and negotiate mutually beneficial outcomes from a heartfelt place. We spend so much of our day-to-day lives at work and changing how we work is a crucial part of how we can raise consciousness and live happier and more fulfilling lives whilst making a tangible contribution for generations to come.
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A leader of a small to medium enterprise (SME) has challenges and approaches that differ greatly to a leader of a larger corporation or public enterprise. The term Owner/ Operator illustrates the dual roles that many enterprise leaders play. Not only are there dual roles but there are dual entities – the individual and the enterprise. And these distinctions are important to understand.
The role of the Owner – it is the capital or equity invested in the enterprise that is rewarded. As such the Owner does not need to play an active role in the business. The Owners rewards are twofold – share of the profits (dividends) and/or capital growth (share price). The critical point to note about capital or equity investment is that there is a risk that you will not only get a poor return but that you might lose your entire investment. The corollary of risk is return, ie higher risks command higher returns. That’s the theory in efficient markets but in the small business landscape you investing in your business idea and enterprise might amount to nothing more than buying a ticket in your own lottery. And you need to go in with your eyes open.
Ask yourself this key question – if I invested my money elsewhere what return on my investment might I have got from alternative investments, say real estate, share market or investment in another business enterprise.
The role of the Operator – it is the labour effort, generally measured in units of time, that is rewarded. Fee-for-service models are the most common and the rewards you would be familiar with are wages and salaries and perhaps performance incentives, bonuses or commissions.
Ask yourself this key question – if I worked somewhere else what sort of wages and salaries might I earn?
The most common mistake Owner/ Operators make is rewarding their labour effort by withdrawing profits. The reward for labour is wages and salaries whereas the reward for capital/ equity investment is profit (dividends) and/or capital growth.
If you do this, and many Owner/ Operators do, you will never know the true value of either your labour or your capital. Public accountants fudge the accounts of small businesses to make some sense out of this practice. It is an abhorrent practice.
I say abhorrent because whilst it may provide tax concessions it muddies the waters of both the individual entity and the enterprise entity. They are separate. They are unique and should be treated as such.
How can you become a more effective enterprise leader?
Here I am talking about your role as Operator. In bigger corporations this is the Chief Executive Officer (CEO) role. The title is a bit of overkill for a small business don’t you think? Anyway, the challenges most SME Operators face is that they are not only the one in charge but often the only one! SME Operators are required to be hands on and may wear many different hats.
Because you have started the business (as the Owner) you may also find yourself in it up to your ears in the CEO role, sales, marketing, strategy, operations, product development, technology, HR, etc etc.
So here are a few tips on how to become a more effective enterprise leader:
· Play to your strengths – being in charge means you need to make decisions and the best decision to start with is “I don’t know everything, and I don’t need to know everything.” Do what you love and enjoy. If you run out of juice the whole enterprise will flounder.
· You must have a handle on core functions – strategy, leadership, sales and finance. Prop yourself up with advisers and top guns but at a minimum know what questions to ask, and how to hold them accountable, ie when you’re being taken for a ride know it and act on it. You are nobody’s patsy.
· Keep on top of your financials – short cycles, prompt reporting is a discipline worth drilling into your enterprise and how you run it. You should track cashflow weekly; profit monthly; and balance sheet (equity) monthly also. No exceptions.
· People and performance – learn how to manage people, performance and problems. It is something that can be learned quickly and easily. This is a skill not a behaviour. You can learn new skills within days.
That should be enough to get you started. If you can distinguish the roles of Owner and Operator and then in turn, your personal success and the success of the enterprise, it will make it so much easier to perform at your best, identify what is working or not, and where and how to take corrective action. Don’t try to do it on your own, engage professional help – you have too much at risk and potentially such much to gain.
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| Business owners find it so much easier to do strategic review rather than a plan because it is an analysis of the past. There is no guesswork, no uncertain future, no risk management, it is all done and dusted, it is all in the past.
Here is a fact of life: Most business owners don't have a business plan. Most people repeat past behaviour and they do that unconsciously. Emotions run them, old habits die-hard, you know the clichés. Well, you can spend a lot of time and effort in personal development, planning sessions, scenario planning, think tanks, brainstorming and white boards. And you should! But the reality is most people don't and won't.
There is a treasure trove of lessons to be extracted from your past successes and failures. There are more life lessons in your past than in your future. This is especially true if you have been running old behavioural patterns and haven't stopped to explore your limiting beliefs. They run deep and under the surface.
Let's explore the core elements of a strategic review. Now remember some of these elements won't have been stated in the (non-existent) planning phase so you may need to infer them with the benefit of hindsight.
There are seven steps to planning and therefore seven steps to a strategic review. They are:
- Vision
- Goals
- Strategies
- Financials
- Actions
- Review
Vision
What was your vision for the past year? If you didn't have one then try to infer one. Ask yourself, "Looking back over the past 12 months what did I accomplish?" Use January 1, 2011 as your starting point and December 31, 2011 (or today) as your end point. What happened? You will have done one of three things: 1. Created and stated your vision deliberately and consciously, 2. created your vision unconsciously, or 3. not created a vision at all and just reacted to events as they unfolded, or maybe a combination of all three.
What did you create? What economic value did you create? Is your business worth more or less? And if you don't know what it is worth then simply acknowledge that right here, right now, "I own a business and I don't know what it's worth."
Goals
What goals did you achieve over the past 12 months? If goal setting is not your thing then at least know how you define and measure success. There is a success formula in business. You must know key performance indicators like revenue, cost of sales, profit (gross and net), cashflow and a range of efficiency measures derived from your balance sheet including liquidity, gearing, ageing of debtor/creditors and return on assets.
Many small businesses run and manage cashflow and profitability and that's all. If that's you then know this – you fund your lifestyle with cashflow and you create wealth on your balance sheet. If your business has enterprise value and you wish to sell or exit at some point you must start tracking your balance sheet movements. Even if you don't have goals start by identifying what the key measures are and track them. This simple process will soon have you managing them better.
Strategies
Strategies are the "how" questions. A great place to review your strategies is a quick examination of your business model. This is the most underrated aspect of business strategy. When you get your business model right you bridge the gap between generating an idea to generating cash (often called The Path to Cash). Many businesses operate in a retail model and yet with the rapid growth of online stores wholesalers increasingly encroach on this space and devalue the traditional retail model on which they were based.
Strategies may fail for one of two reasons: 1. the strategy is flawed, or 2. the execution is flawed. Don't be too quick to throw out your strategy. It may be fine but in need of some tweaking.
So, in closing I have this to offer. Before you embark upon the New Year take the time to conduct a strategic review of the past year. If you don't normally plan then this strategic review will at least make you consciously aware of factors that are running in your business anyway. When you are consciously aware of them you are one step closer to managing your business from an empowered place and you will find that most helpful.
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When talking about goal setting there are two time perspectives that matter – where you are now (Current Reality) and where you want to get to (Future Vision). Goal setting has long been favoured as the means to focus your attention and efforts on realising that which you desire for the future.
In coaching circles the most favoured methodology for goal setting is the SMART methodology. Specific. Measurable. Achievable. Realistic. Timely. The more specific you are in defining your desired outcome the more you can attune your focus and your efforts to the realisation of your ideal.
Goal Setting v Goal Getting
Setting well defined goals is only the first step in the process. If you listen to Anthony Robbins not only will you have set Big Hairy Audacious Goals (BHAG) but then the key is to take Massive Action. Clearly taking action is essential to realising what you desire. But is there another way?
Much of the “take massive action” movement is premised on the assumption that acts of will triumph over indecision and inaction. There is merit in that perspective. Indeed you can achieve your goals by clearly defining what you want, formulating strategies to make it happen and taking action to achieve your goals. It has been this way for decades. It works for some.
Yet, many people I have come across don’t set goals. They know they should but still they don’t or if they do they don’t take the necessary action. It’s not like they don’t know what to do. Is it due to laziness or a lack of conviction?
The Tao v Protestant work ethic
I wasn’t raised a protestant but somewhere in my catholic education I did learn about the protestant work ethic. Loosely translated it meant you had to work hard to make a living. Maybe Anthony Robbins was a protestant? Much to my relief I started exploring the Tao. You could imagine my joy when I discovered that the basic philosophy was one of ease and flow. It was completely the opposite of the protestant work ethic. Instead of striving, struggling, triumphing with acts of will, taking massive action, and hairy goals the Tao summised that there was an innate balance and harmony to all things and they key was simply to find your flow. Even Esther Hicks in her channellings through Abraham describes this as The Art of Allowing.
Remove the blocks
Back to goal setting and goal getting. It is important to define what you want. The key in shifting from an act of will to an affair of the heart is to let your heart guide your will. Acts of will have their place. What I am describing is the interplay between your conscious mind and your subconscious mind. Your subconscious mind drives your motor functions. When programmed it doesn’t engage in debate of the relative merits of what you are pursuing, it just goes about the business of whatever it is instructed to do.
In the massive action model you program your subconscious mind through affirmations, visualisations and other mind over matter trickery. You engage neuro-linguistic programming (NLP) techniques to alter the association and memories of past events. It is not unethical, nor is it immoral. Is it effective? Yes it can be. Is it in accord with the Tao? Probably not.
For people who seek a path with heart this is not the path. There is a model for goal setting and goal getting that has a heart. It is the way of the Tao or as Rumi said “Let yourself be silently drawn by the stronger pull of what you really love.”
Here are three things to do today:
1. Still your mind – the key to heart centred creating is not to alter the programming of your subconscious mind but to still your mind and enter your heart. The key is feeling not thinking. in this manner you tap into your intuition. Your intuition is your gateway to infinite intelligence.
2. Dare to dream – the SMART acronym is a little misleading. The “R” for realistic is not the best way for you to create an outcome that you have not created before. You need an element of imagination, ie not real. Be creative. Be imaginative.
3. Feel your way – self-awareness especially with respect to what you feel is essential. Your physiology gives you constant clues. Tune into what you feel and honour yourself. And have some fun with it. Goal setting is best done when it is fun, creative, imaginative and free from day-to-day constraints.
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The primary job role of an enterprise leader is to formulate and deliver the strategic objectives of the business. Where a board of directors is in place this is the primary accountability of the CEO to the Chairperson.
Yet many small businesses are run without any formal planning in place. And you may ask in a rapidly changing business environment how accurate can these plans and forecasts really be. I suggest that a rapidly changing and increasingly complex environment is not the case for ignoring strategic planning but rather the opposite – it suggests a compelling case for thinking more strategically about your business and your objectives.
Small businesses are much more nimble, agile and flexible than bigger institutional corporations. In a toughening economic climate these attributes will confer upon your niche competitive advantages should you be alert for them.
In recessionary times big business strategies include downsizing, divestment and outsourcing of non-core activities. Be alert for these strategic drivers of the big players and position yourself accordingly. What are the signs to look for?
80/20 rule - the pressure on bigger corporations is to (re)focus on the 80% of their business. Any non-core activities or non-productive assets/ activities will come under scrutiny. The beauty of this is that each major corporation will be doing the same thing. You can create a very lucrative niche off the crumbs of bigger business.
Back of house functions – functions that are considered overheads or cost centres or have a significant fixed cost component to them are also ripe for review. Many of these administrative functions will be outsourced, automated or discontinued.
Productivity pressures – as activities are scaled down or farmed out those that remain will inevitably be asked to “do more with less.” Any assistance you can be in helping those remaining on deck will be value creating especially if you can generate your own economies of scale.
Retention strategies – at the front end of value creation are sales and marketing type functions. Business growth strategies shift from acquisition to retention and in many cases from transaction to relationship. Help improve a client’s ability to forma and retain relationships with key accounts. One of the greatest risks in account management is that the values relationship is vested in the individual account manager and not the business. People have relationships with people, not businesses. For the same reason people leave bosses not companies.
People development – it is often considered akin to research and development. In tougher times it goes on the backburner. It is discretionary spending and discretionary spending is the first area to be cut. Rather than simply cut your investment in people development shift the measure of success into some improved performance metric. One of my colleagues once described coaching as being more about discovery than delivery. If this is true for you then treat your investment in people development like you would an investment in any income producing asset – measure your Return on Investment (ROI).
Changing economic circumstances call for changing business strategies. Be proactive and flexible in your approach. You don’t need to play small and bow to the dictates of bigger corporate institutions. Seek out niche opportunities and seize them for it is your speed and agility that is your competitive advantage.
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The world is changing and changing faster than ever before. Our technology platforms, global markets, automation of tasks are all contributing to the speed of change. Against this backdrop how do you envision your future and the future of your business? Surely, you need an environmental context like the state of the economy, changing needs of the marketplace and the available skills in the labour market to help you project the future.
Well, there is a basic presupposition at the core, and it is this – you create your future.
One of the things that intrigues me about working with entrepreneurs is that they think on their feet. They don’t sit and contemplate. They are in the market flying by the seat of their pants. There is a very fine line between being reactive and being proactive when you are being spontaneous. It requires a willingness to follow your intuition. Sure you need facts and figures to make informed decisions but increasingly it is your intuition and instinct that will guide you.
There is an old adage, “You can’t steer a boat that is not moving.” And this is a key part of being an entrepreneur. Form a view, the best you can, and get into action. Once you have started it is your ability to read the coming waves and adjust your strategy or execution that will largely determine your success or otherwise.
If you create or enter a new category then you may be the one that has to educate your clientele about the benefits of what you offer. If you are fortunate to provide a product or service in a known category then you may ride along on the public perception of that category.
When it comes to envisioning your future it matters less that you get it right. What is important is that you have a view and embark on that course. Should you be blown off course the question you need to ask yourself is whether you require resilience or adaptability. Don’t conclude that your strategy is flawed after one bad experience. It may be that your execution needs tweaking but your strategy is sound. How will you know? Well, that is the $64 question. When you start any endeavour begin with an idea of what success looks like and also what form corrective feedback might take.
Entrepreneurship is largely about backing your own judgement. You can make decisions based on facts and figures and/or make decision based on gut feel. You will require both. Gather your inputs from data sources, professional advisers, commercial analysis, gut feel and intuition. And take action. You will know intuitively when you decide upon the right course. And when I say right, I mean what’s right for you.
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The Occupy movement is sweeping across the globe. Particularly prevalent in the USA and amidst economies that are experiencing global financial crisis – mark II. And it must be said that the Asian boom has protected the Australian economy to a large extent. The flow on effects of a global economic recession will inevitably hit our shores. That said these protestations are more deeply targeted at the core of who really pulls the strings within the global economy and that the underlying economic system is failing us all.
There are assertions that a cartel of powerful figures is behind much of the corporate and planetary malaise that threaten our sustainability, not just economically but as a species. It is not my intention to cover the why’s and why fors about the Occupy movement or indeed whether I support it or not. It is my intention here to flag that every individual must look at what part they play in contributing to this bigger picture.
“If you want your outside world to change, you must be the change.” Mohatma Gandhi
Reframe the way you think about things. Realign your values. Walk your own talk. Before pointing the finger at the financial powerbrokers and financial institutions there are a number of measures you can take to get your own financial house in order. If it is true that your outside world is but a reflection of your inside world then consider the following:
Revisit the great Australian dream – the greatest single factor influencing our spending and investment decisions is the pre-occupation (pardon the pun) with owning our own home. There is nothing wrong with this ideal but today many people devote between 25-33% of their take home pay to mortgage repayments. Even dual income families devote large chunks of their take home pay to keeping the great Australian dream alive.
Protestant work ethic – another of the indoctrinated beliefs that govern our financial management decisions and career choices is that we must work hard to make a living. We willingly sacrifice lifestyle choices to work hard to provide for our financial future. This is the rat race.
Budget deficit – we can be quick to criticise Government for economic mis-management and perhaps rightly so. Before you do ask yourself, “How effective is my own personal financial management?” At the very core of this is your level of gearing or use of credit facilities. We are obsessed with consumer spending and with Christmas upon us it is a very topical discussion.
Spend v Save – according to the financial analysts very few of us adequately provide for our retirement. The economic strain of paying old age pensions for the vast majority of an ageing population will only exacerbate in coming years.
Banking choices – if you are dissatisfied with the big banks then consider migrating to a community bank or credit union. This move may require you to foresake the best possible deal for a matter of principle. Are you prepared to pay marginally higher rates for community benefit?
The Occupy movement is about many things and at its core is consciousness. In layman’s terms it is about raising your level of awareness about how the system works, whether you are making ethical and sustainable decisions and whether you are prepared to lead change by being that change. There are simple ways that you as an individual can change your own financial management. It is a practical and meaningful contribution that serves you, serves your community and serves the economic reform agenda. The choice is yours.
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There are parallels between running an enterprise and driving a car. You are the driver and the car (or your business) is the vehicle. As I wrote previously when you are the Owner/ Operator you play at least two distinct roles – Owner and Operator (CEO). I highlight this distinction because many Owner/ Operators, particularly in micro business, reward their labour efforts from the capital pool. For example, drawing a share of the profit (reward for capital) rather than paying themselves wages (reward for labour).
Your enterprise, like a car, needs ongoing maintenance and repairs and running costs. Cars need fuel. Enterprise needs working capital and cashflow. Cars need oil. Enterprises need ongoing marketing effort to keep the sales pipeline topped up.
The driver of a car must be licensed and skilled in driving and preferably advanced driving. It comes in handy during wet weather and emergency situations. The Owner / Operator must constantly be investing in personal growth in addition to business growth.
One leading executive coach in the USA suggests that at the top of the executive ladder the only real change is behavioural. In a large corporation this may be true. In smaller enterprises I don’t think this holds true. As a small business grows it grows only the extent that the Owner/ Operator grows with it. Otherwise you have business growth followed by collapse and that is all too common and unnecessary.
Owner/ Operators don’t just grow through behavioural change. They are constantly adding new, developing and refining new skills. These skills may cut across new functional areas, for example, lawyers become business developers; marketers acquire new commercial decision making and financial analysis skills. All Owner/ Operators need to constantly refine their leadership skills and communication skills. These constantly evolve.
The leadership skills that were once in vogue for the 1990’s will not get you by today. The market is rapidly changing, the economic environment is volatile, new technologies change how we interact with customers, next generation of employees comes through wired very differently to its predecessors. In fact, the mobile, wireless generation is NOT wired at all.
The leadership currency today is how to lead and manage an enterprise in a perpetual state of flux. How do you plan for an unknown universe? Well, in part the answer is contrarian to what you may have grown up with or learned. Flux demands that you create a void and allow things to emerge. To maintain a leadership approach that is directive, authoritarian and power based is guaranteed to cause havoc in such a rapidly changing environment.
The best course of action is to hone your own radar, develop your intuition, consider a wider array of approaches and data sources. Think laterally, outside the box. If the new world has been created from outside the box then most certainly any solutions you seek will require the same thinking.
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The awakening man is conscious, heartfully defined. Through his eyes, being conscious is not a cerebral construct, nor an intellectual exercise bereft of feeling. It is a felt experience, an ever-expanding awareness that moves from the heart outward. It is feeling God, not thinking God. The new man is always in process, awakening through a deepening interface with the world of feeling. He continues to strive for a more heartfelt and inclusive awareness.
The awakening man has shifted his focus from a localized and ethnocentric perspective to a world-centric framework of perception. His community is humanity. Rooted in the relational, his sense of responsibility extends well beyond his localized self and community. Where possible, his choice-making is fuelled by an expansive vision of possibility for all of humankind. Not every man for himself, but every man for humanity.
The awakening man has reverence for the divine feminine, in all her forms. He celebrates the wonder that is woman. He is respectful, honouring and gracious. He is saddened by the horrors perpetuated against women by the malevolent masculine. He holds his brothers accountable. He makes amends for his own misdeeds. He co-creates a world where all women will feel safe to move about freely, to find their voice, to actualize their inherent magnificence. He welcomes a world where women and men stand as equal partners. Humankind.
The awakening man is not externally derived. He is authentically sourced. He does not compare himself to others. He does not adapt his personality to the dictates of the crowd. He stands in his own centre, respectful of others but not defined by them. He works diligently to liberate his consciousness from the egoic ties that bind. He has become his own benchmark, valuing authenticity over image. He is the sculptor of his own reality.
The awakening man courageously works on his emotional processes. He clears his emotional debris and sheds his armour. He faces his issues and unconscious patterns heart on. He calls himself on his self-avoidant tendencies and honours the wisdom at the heart of his pain. He communicates his feelings in a way that is respectful to others. He learns and speaks the language of the heart.
The awakening man leads a purpose-full existence. He has heard the call to a deeper life. Not satisfied with survival alone, his ambitions are rooted in higher considerations- the excavation and actualization of his sacred purpose. He is energized by his purpose, not by the machinations of the unhealthy ego. He is coated in an authenticity of purpose that sees through the veils to what really matters. His purpose is his path.
The awakening man is accountable for his actions and their effects. He does not deflect responsibility. He does not sidestep or blame. He is self-admitting and emotionally honest. He admits his errors, and makes amends. He works diligently in the deep within, crafting a more clarified awareness with every lesson.
The awakening man moves from the inside out. More interested in inner expansion than outer achievement, he cultivates and honours his intuition. He explores and develops his inner geography. He adventures deep within, integrating the treasures he excavates into his way of being. He seeks congruity between his inner life and his outer manifestation.
The awakening man seeks wholeness. He is not satisfied with a fragmented way of being. He has no attachment to archaic, linear notions of masculinity. He seeks a sacred balance between the healthy masculine and the healthy feminine. He seeks an inclusive way of being, one that reflects all of his archetypal aspects. He is role flexible, comfortable moving through life in many different ways.
The awakening man embodies the highest standard of integrity in his words and deeds. He makes a sustained effort to work through anything that is not integrity within him. His framework of integrity is never convenient or self-serving. He honours his word, even at his own expense. He moves from a value system that is unwaveringly incorruptible. He recognizes that success without integrity is karmically unsound and meaningless.
The awakening man prioritizes conscious relationship. He values authentic co-creation. He honours relationship as spiritual practice. He seeks physical intimacy that is deeply vulnerable and heartfully connective. He is attuned, engaged and healthily boundaried. When relational challenges arise, he courageously works through any obstructions to intimacy. He stands in the heartfire.
The awakening man is a warrior of the heart. He has taken his clarifying sword inward, cutting away everything that is not compassionate. After too many lifetimes with weapon in hand, a benevolent warrior is being birthed at the core of his being. He honours the warrior capacity for assertiveness, but he is not arbitrarily aggressive. He moves from love and compassion.
The awakening man endeavours to live in a state of perpetual gratitude. He is grateful for the gift of life. He is grateful for those ancestors who built the foundation that his expansion relies upon. He is grateful for those who encouraged him before he could encourage himself. He is grateful for those who stand beside him in this lifetime. He knows that he does not stand alone.
The awakening man is comfortable in his vulnerability. He participates in his own revealing. He is not afraid to surrender- to reality, to love, to truth. This is not a weakened form of surrender, but one that is emblazoned with courage. It takes more courage to surrender than to numb. He openly explores his capacities for receptivity and tenderness. He does not identify these capacities as distinctly feminine, but as whole human. He is strong enough at the core to live in a vast array of emotions.
The awakening man moves through the marketplace responsibly, with a vigilant eye to the ways of the unhealthy ego. He is not opportunistic in a vacuum. He does not compete for competition’s sake. He does not accumulate for the sake of accumulation. In charting his course, he is mindful of his impact on humanity. He is empowered but he does not exploit power. He derives his power from his connection to source, not from power over others. Where possible, he shares the abundance, gifting back to humanity. He works hard to bridge the world as it is with a world of divine possibility.
The awakening man has reverence for Mother Earth. He has reverence for animals. He never imagines himself superior or distinct from the natural world. He understands the interconnected and interdependent nature of reality. He knows that if he does damage to the environment, he does damage to himself. He walks carefully, with awareness, consciousness and appreciation.
The awakening man has no claims on God. His spirituality is tolerant, inclusive, respectful. He honours all paths to God, so long they are respectful of others. He accepts those who believe, and those who don’t. He condemns any path that uses religious differences as a justification for destruction.
The awakening man brings forward many of the qualities of the healthy masculine of old. He is noble. He is responsible. He is productive. He is kind-hearted. He is protective. He is unswervingly honourable. He is down to earth. He is sturdy. He is flexible. He is realistic. He is hopeful. He is sensitive, not fragile. He is healthily egoic, not self-centred. He is both practical and heightened at the same time. He ascends with both feet on the ground. He is really here.
by Jeff Brown
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Gnosis is the ancient and universal knowledge at the root of all knowledge. Every form of science, philosophy, art, and religion emerged from the same root. This is why in ancient times, knowledge was taught in an integrated way, as one complete, integrated form, unlike the modern approach that attempts to divide knowledge into separate fields, thereby artificially dividing something that should not be divided.
This has resulted in all the confusion and misunderstandings that have plagued mankind for centuries, in which religion battles science, and art battle religion, etc., when the reality is that you cannot understand one without the other. Those who have understood this have been the greatest masters of their craft: Leonardo da Vinci, Michelangelo, Beethoven, Wagner, just to name some Western examples. The purpose of Gnosis is to help us realize our own greatest potential.
In terms of religion, Gnosis is the source of the knowledge in every major religion. Gnosis is not limited to one specific culture, place, or time. The Gnostic wisdom is found in Christianity, Buddhism, Islam, Hinduism, Judaism, Tantra, Zoroastrianism, Paganism, and many others. And as that universal wisdom or knowledge, it is the essential science required in order to achieve the ultimate aim of all real religions, which is the religare (Latin), or in other words, "union" with the divine.
Gnosis is a method for training the consciousness (what Buddhists call the mind, and Christians call the soul). It is a universal method, which means that it is compatible with all religions and all mystical traditions, because in truth they are all founded upon the science of Gnosis anyway! So the student discovers that those who learn and apply this Gnostic Wisdom come from every culture, religion, tradition and mystical background, and they find common ground in this science.
All of the religious allegories, stories and teachings indicate that we need to change in order to achieve the goal of religare (union), religion. As we are now, we are overwhelmed by negative emotional forces and negative mental forces, which create tremendous suffering in our lives. Every human being struggles daily with unhappiness, doubt, anger, fear, and more. These states cause us to act in harmful ways toward ourselves and toward others, which in turn creates more suffering for everyone. Gnosis is a direct and very potent way of transforming these problems, because it works upon the very foundations of suffering.
Gnosis is a method to develop discipline and psychological stability. It is a means to arrive at genuine inner tranquility. And the great beauty of Gnosis is that it presents a method which uses tools that we already have within: we do not need to rely on anything or anyone other than ourselves. Truthfully, our happiness and well-being is up to us, and when we discover how to cultivate such qualities through the transformation of our own mind, we arrive at the understanding of the message that has been given by every great Saint and Prophet.
Our minds create our lives. We become what we think. - The Buddha Shakyamuni, from The Dhammapada
Just as so many wise beings have told us, we create our own reality. We reap what we sow. Therefore, if we plant good seeds through proper action, we can create a better life for ourselves and for everyone around us. This comes naturally as we realize and transform our mistaken views about life and about ourselves.
The essential root of this change is the recognition of a flawed perception that we have within. We do not see the nature of reality, and it is due to this ignorance that we grasp at illusions and act in ways which contradict the basic laws of existence, resulting in suffering for ourselves and others. In synthesis, this ignorance is a form of self-grasping, or a mistaken view of our own identity. The way to change this mistaken view is to cultivate that part of ourselves which can see things in their objective form, thereby creating within our own mind a natural antidote to ignorance and wrong action, an antidote that is already a part of our own psyche but which remains in a latent or inactive state.
To achieve this we must learn which mental states are positive and which are negative, and we must learn to discriminate between them. When we can see within ourselves how we cultivate many different states of mind and the subsequent results of those states, we arrive at the understanding of the true nature of our own life. When we see how our own anger makes us suffer, and then in turn brings suffering to others, we will be compelled to change that quality within ourselves. Likewise, when we experience the great power of gentleness and humility, we will naturally be drawn toward cultivating those qualities within ourselves. The transformation of the psyche and life is something that can only be developed by the person who wants to change, and is inspired by their perception of the truth within themselves.
This is not a change that can be rendered overnight. Real change requires the respect of certain natural laws and factors. For example, in order to grow a garden one must work with the laws of nature. The gardener must understand how the sun, moisture, the seeds and the other elements are all interrelated, and to have a successful garden there must be planning, preparation, proper effort and patience. Likewise, to transform the mind requires a great deal of proper effort and patience. You must have a good understanding of the psyche, the mind, emotion, and how all these elements interrelate with external circumstances. All of this knowledge is integral to the science of Gnosis.
It is vital that you have an expansive knowledge of things so that you do not waste time in the pursuit of only one aspect of the work. In the Gnostic tradition, we have a vast collection of spiritual writings that nourish our efforts to awaken our consciousness. To begin, we have the more than sixty books by Samael Aun Weor, and the hundreds of complimentary lectures and talks that he gave. This body of knowledge was given in order to elucidate understanding of the Christian Bible, the Torah, the Zohar, the Bhagavad-Gita, the Germanic Eddas, all the great psychological wisdom hidden in the Greek myths, the Odyssey and the Illiad of Homer, and hundreds of other volumes from our religious and classical heritage. As well, Gnosis is found in the one hundred volumes of Buddhist sutras and in the two hundred volumes of commentaries on those sutras by great masters such as Tsong Khapa and Nagarjuna. Gnosis saturates the Tibetan Tantric tradition and overflows from the teachings of Milarepa, the Dalai Lamas, and many others. So, if you were to gather the wisdom of all these traditions and incorporate them into your daily practice, you would make giant leaps forward in your comprehension of great spiritual truths. But if you were to merely respect all these writings and instead base your practice on some small text or personal selection of materials, you will probably receive some benefit, but your spiritual progress will not be that great.
There are two ways to understand this knowledge. One is on the superficial, intellectual level, which is developed by reading or listening to lectures, and through which we gradually form a conceptual understanding of the science to transform ourselves. This is primarily focused on helping us recognize the difference between positive and negative states of being and the means to control them.
The second is the experiential level, the stage at which we begin to realize the practical application of the teaching within ourselves.
The science of Gnosis is a vast and incredibly sophisticated map of the universe and the consciousness, thus to develop an intellectual understanding of it can be a daunting task. Yet the experiential knowledge is even more difficult to develop because it arrives only as a result of continuous practice.
Experiential knowledge is always accompanied by the presence of intuitive knowledge, or the wisdom of the consciousness as realized in the heart. This is essentially an emotional wisdom, something that one feels. For example, from time to time we may "feel" that a certain behavior is wrong, and this is a form of intuition, because it is not rational, it is emotional. Yet, this is only the most mundane level of intuitive knowledge; intuition is a deeply emotional wisdom that can be felt in a very powerful way.
From this we can understand that there are both beneficial and harmful emotional states. Emotion is a vital part of life. However, there are different types of emotions. There is the common and widespread experience of negative emotion, those feelings which are harmful and result in suffering, even when we enjoy experiencing them. Many people enjoy and cultivate pride, but objective knowledge leads us to see that pride creates suffering. Likewise, many people enjoy their anger, yet this same anger is a source of tremendous suffering. Therefore, a negative emotion is called such in part because of the results it brings, and also because of its source in the psyche.
Superior emotion includes feelings and states that are very rarely felt by modern human beings, because it arrives into the psyche through a psychological vehicle that very few human beings possess. Even still, we can experience many positive emotional states which greatly enhance and enrich our lives, and whose effects include the positive reinforcement of our longing to change for the better.
Therefore, Gnosis is about changing ourselves. It is a precise science which indicates the way to reduce afflictive emotional and mental states and instead cultivate beneficial ones. It is the means to transform our undisciplined mind into a disciplined one.
How do we know this type of change is possible?
Firstly, we know about the law of impermanence. Truly, in every moment, everything is changing. Through proper forms of action, one can influence that change. But to do so requires that you know how to act, and how to achieve the desired effect. Likewise, through discrimination and spiritual wisdom, we learn how to properly influence the continually changing psyche we have within, in order to achieve a more fruitful and beneficial result.
Secondly, it is easy to see that within nature we always find contradictory forces. Light and darkness, acid and alkaline, heat and cold, etc. are opposing forces which dance around a central point of balance. This same situation exists within our own mind.
When we begin to examine the state of our mental and emotional world, we find many opposing currents. And we see that certain forces can overwhelm others, in the same way that turning on the lights in a dark room causes the darkness to vanish. Gnosis teaches us how to accomplish this from moment to moment within ourselves, in order to achieve psychological equilibrium, a state in which we maintain a continual balance in our mental and emotional well-being.
This equilibrium is based upon an extensive understanding of our own psychological situation, and the discrimination to consciously choose how to act, think, and feel.
From all of this it is clear that in order to achieve the aim of any religion, one must have a penetrating knowledge of the mind, accompanied by a comprehensive awareness of emotional and mental states.
It is also evident that our problems and sufferings arise from a flawed perception of ourselves and the world, therefore we need to develop the capacity to question our own perceptions from moment to moment. Understanding the true nature of reality is crucial in this case, because it is our perception of reality which determines how we relate to everything: our own self, those around us, and every circumstance we pass through. By "reality" we mean the entire expanse of existence and not merely our own superficial view of our little corner of it, because a large portion of our fundamental problem is a flawed view of reality, which in turn results in suffering.
This is why the teachings of Samael Aun Weor offer so much insight into the nature of reality. Throughout his works he discusses the root of reality, the Absolute Abstract Space, the nature of matter and energy, the mathematics of creation, and more. If the achievement of in-depth Self-realization were simply a matter of faith and devotion to one God or another, then there would have been no need for him to explain the nature of reality in such detailed and comprehensive terms. The same can also be said of the deeply technical and complex psychological teachings in the Buddhist tradition, which is just another face of the same wisdom. From this we can understand that all of these explanations are necessary in order for us to eliminate our mistaken point of view.
Gnosis demands that we take an objective point of view of all phenomena. We cannot hold onto a way of seeing things merely because we like it or because it is our tradition or it satisfies our psychological tendencies. Any limiting view (such as a religious, scientific or metaphysical theory) restricts our capacity to approach objective knowledge, thereby restraining our ability to perceive the true nature of any given phenomena. It is essential that we set aside any personal preference if we wish to see the inherent truth of life.
This is especially true of how we view ourselves. So long as we have false views of ourselves, then we cannot see ourselves as we really are. If that is that case, then we cannot begin to approach the objective view of reality itself.
The purpose of Gnosis is nothing less than the complete transformation of the individual, which in turn changes our society and our world. The achievement of this transformation is dependent only upon the effort of the individual to work on their own mind.
http://gnosticteachings.org/the-teachings-of-gnosis/introductory-information/53-the-purpose-of-gnosis.html
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It is important to understand one important aspect of wealth creation and it is this – wealth is derived from the OWNERSHIP of assets or as economists describe “the means of production.” And it is in this concept of ownership where the masculine and feminine polarities part company.
The central tenet of Yin Yang according to Taoists holds that the essence of all things in our dualistic universe contains both masculine and feminine polarities. Let’s look how the ownership of assets (and therefore wealth creation) might extend to the masculine and feminine paradigms.
The feminine may also be described as universal, indivisible, collective and uniform. As it relates to ownership of assets it is closely aligned with socialist ideals including the communal ownership of assets and the means of production. Its very nature is not to vest economic advantage with a minority of power brokers or wealthy individuals. The trading surplus is reinvested back into the means of production. This is how not-for-profits are run. It doesn’t imply you can’t own assets but it does base itself on a model of sustainability, reinvestment, community and sharing.
If wealth creation is more masculine in essence as I suggest then let’s look at how this plays out. Ownership creates power, control and authority structures. Therein begins the chasm between the economic haves and have nots. Whether wealth be created through property or business it relies upon the increase in economic value over time. What drives this you may ask? Well, at its core wealth relies upon the same bedrock that economics was founded, ie scarcity. Yep, as much as you read about abundance in the new age literature, economics is founded on the Law of Scarcity (scare-city).
And it works like this. There is not enough stuff to go around. The forces of supply and demand determine the distribution of stuff (including wealth). In the presence of scarcity bidders force the price up and wealth is created (if you are lucky enough to own the asset).
So, you see wealth creation is a game. A game of competition in which some win and some lose. It has to be this way because of the founding assumption that the economic game was built upon.
I’ll leave you with this thought – if economic theory (scarcity) was founded in times of agrarian economies or even the industrial age where perhaps there were bona fide limits to what could be produced and harvested then what of the knowledge economy we know find ourselves in. If information and knowledge aren’t subject to the same economic constraints, and scarcity, then what if the very foundations of economic theory were debunked. How might that change the game of business? Well, it might just provide a black canvas for a whole new economic game, might’n it?
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The essential masculine ecstasy is in the moment of release from constraint. This could occur facing death and living through it, succeeding in (and thus being released from) your purpose, and in competition (which is a ritual threat of death). the masculine is always seeking release from constraint into freedom. The feminine often doesn’t understand these masculine ways and needs.
Your basic motivation is to be released from constraint and experience the freedom on the other side. What are some of the most common forms of masculine ecstasy? Orgasm is one. the typical masculine orgasm, as you probably know, involves a build-up of tension, or constraint, until the dam finally breaks, and your tension and energy are released. The post-orgasmic state is one of death-like peace, an emptiness akin to blissful oblivion. The masculine is always seeking this release in one way or another.
Most sports provide this masculine thrill of release from constraint into freedom. In football, for instance, the team with the ball is constrained by the other team lined up and ready to block them. The challenge is to break through the line and carry the ball to freedom. People with masculine essences become highly emotional during this ritual of challenge and release from constraint into freedom. And if the freedom is achieved, men will shout and cheer, as if their deepest heart desire has occurred – and it has. The breakthrough into freedom, however it occurs is the main motive of the masculine. All masculine goals – at work, on the meditation cushion, or on the football field – are directed toward more freedom.
The typical masculine desire for freedom involves the feeling of death, which is the ultimate masculine fear and freedom, in one way or another. Orgasm is actually called petite mort or “little death” in French. You say that you hope your favourite football team kills the other team, and you celebrate your financial killings with great glee.
You are probably also familiar with the darker aspects of the masculine desire for freedom. War, which is motivated by the desire for freedom, is a quintessential masculine pursuit. Most sports are ritualised war, but actual war itself resonates with the core of most men. Even movies about war – men being more at their edge, giving all they’ve got, up against death itself, motivated by a higher cause – evoke intense emotion in men. The capacity to face death for the sake of freedom, whether actually in war or ritually on the football field or chess board, is the ultimate masculine act, evoking men’s deepest emotions.
The same capacity to face death is necessary for spiritual freedom. To live free in spirit, you must be willing to face your fears and let go of anything that limits your love. The attachment to comfort and security is what limits most men in their capacity to make a spiritual touchdown. The other team is your own need for private security. You are fighting a war with your own self-sense. To be free is to die to your need to be a separate self. What, then, could be constrained? Ego death, absolute surrender to the point of oneness, is the ultimate freedom. Few men ever release themselves enough to relax in this depth of freedom because they are afraid of absolutely no stress. No stress means no thoughts, no sense of protected self, no mission to accomplish. The end of the masculine game!
Yet, this stress free, unprotected end of the game is exactly what you are always seeking, through orgasm, financial killings, or winning a war. You are willing to experience lesser forms of masculine “death” and ecstasy, but you are unwilling t face the death of your separate self-sense, and finally BE the freedom you have only allowed yourself to taste in moments.
Men will always enjoy facing forms of “death” and coming out the other side into freedom, whether in the form of boxing matches, cop movies, martial arts, orgasm, philosophy (the stress releasing “ah” of insight), or ego death. You must own the primacy of your desire to be free. Then, you can enjoy the lesser forms of masculine ecstasy, but dedicate yourself to its highest form: transcendence of the fear of death by facing the limiting stress of your own self-sense, and relaxing through it, into the absolute freedom you have always intuited at your core, but sought through only temporary means.
The feminine, on the other hand, is not seeking freedom, but love. A woman’s bliss is not in emptiness bit in fullness. Her means is not release, but surrender. This is why a woman is upset when a man begins snoring after orgasm. He has finally achieved, in post-ejaculative emptiness, the blissful freedom from stress he has been seeking all day, one way or another. She, however, is hoping to experience love and fullness through sex, and a snoring man just doesn’t do it for her.
The feminine seeks fullness and abhors emptiness. She will fill her empty shelves with knickknacks, seashells, and pebbles collected from special places. When she does not feel full of love, she seeks to fill herself with ice cream, chocolate, or conversation, rather than empty her stress through TV or ejaculation, as men often do. Her dark side enjoys the emotional aggression in soap operas and romance novels, rather than the physical aggression of boxing matches and porno movies. She longs to fill her sense of spiritual emptiness by surrendering her heart and being filled with love. Her basic means toward spiritual unity is surrender into the devotional fullness of unbounded love, rather than breaking through the fear of ego-death into the unconstrained infinity of absolute freedom.
In the end, the feminine search for love and the masculine search for freedom reach the same destination: the unbounded and infinite ground of being who you are, which is both absolute love and freedom. But until you finally relax into the place you always are, your woman will continue to surrender – to you, chocolate, and shopping – in the hope of being filled with love, and you will continue to release yourself – through television, orgasm, and financial success – in the hope of being emptied of stress into unconstrained freedom.
David Deida
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When you choose to play this game called life, you are living in a world of duality. A soul incarnate on earth. We think ourselves clever when we choose to reframe our thoughts. I, too, have had the epiphany that thoughts become things, and when I’m on song choose to see the glass half full rather than half empty. My enthusiasm buoyed by positive psychology, self-help and liberation from years of indoctrination.
Might we ask ourselves a different question? If the quality of our lives is influenced by the quality of the questions we ask, then what better question might we pose?
Ask not, “Is the glass half full OR half empty?” but rather “Is the glass half full AND half empty?”
Well intentioned motivational gurus encourage us to set goals, chant affirmations, draw visualisations and take massive action. This is the recipe for success we are told. How is it that goal setting doesn’t work for many of us?
The answer lay in this dualistic perspective. Everything has a polar opposite - good and bad, right and wrong, light and dark. In goal seeking terms it translates to attracting what you want and simultaneously attracting its shadow, what you don’t want. Neale Donald Walshe once said, “When you declare yourself as light, you will attract all manner of darkness such that you can see yourself as light.” I mean, if you were light and attracted more light then you simply wouldn’t see it would you?
What options have you got?
- Persist in the attempt to create half a reality
- Embrace both sides of this dualistic coin
- Raise the game (consciousness) to a level where UNITY and not duality governs creation
The old model of goal setting would have you create from your solar plexis chakra, the seat of the will. In this realm everything you create has an equal and opposite force. Yes, you can create from this place as man has been doing for many years. You also create what you don’t want. It’s a vicious circle of creation and destruction.
The alternative in the new age of heart consciousness is to create from your heart chakra. That is not to say, that action is not required. I love a double negative. Au contraire, the mistake many make with heart centered creation is to not take action and sit and wait passively. This is the part misconstrued by advocates of The Secret. The path to conscious creation, the path to unity, is in letting your heart guide your will and taking the appropriate decisive action when you feel guided to do so. It doesn’t mean you go without (in material or spiritual terms), it means you go within to what Abraham refers to as The Vortex.
See you on the inside. i have a seat waiting for you.
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There is a saying, “it’s about the journey, not the destination.” If, like many others, you have embarked upon your journey of self-discovery then consider that even your journey of self-discovery has an objective of well, self-discovery. So, even that road to nowhere actually goes somewhere.
The more I indulge in esoteric meanderings the more I sense that my path does have an end point for if it doesn’t then why begin a journey? Even if you experience that nomadic restlessly that beckons you into the night the destination is actually a point of self-discovery, heightened awareness, peace of mind, union with source or some variation on a theme.
The very notion of the word SEARCH implies that there is a FOUND.
The lyrics of this classic tune by Talking Heads commence with, “Well, we know where we're going, but we don’t know where we’ve been.” David Byrne, I’m feeling ripped off. I want to go on a road to nowhere, like dude, the journey. I nearly wrote the journey till the end of time but that’s got a destination too.
So, maybe the metaphoric journey isn’t a place in space or time. What about the journey of self-discovery? OK, it’s not a place and maybe I won’t even know what it looks like when I’m there, but THERE is a place, isn’t it? Can anyone else hear “an echo … an echo?” Oh look, there’s a rabbit hole. “Alice, is that you?” “Where’s your muchness?”
So, if we are searching for something, maybe that missing piece, then we still have a destination and the road DOES have a somewhere, maybe it’s over the rainbow?
Or, maybe the illusory search on the road to nowhere ends right where it begins - that place called home. Just as it did with Alice, and Dorothy, and others. Home is where the heart is, and when we come full circle (actually its more an upward spiral than a circle) only then will that restlessness subside. So, if you are on your path and feeling like you are going nowhere, well, relax my friend, your journey will come full circle and when you arrive you will not be you anymore.
Perhaps it’s fitting that David Byrne wrote a song called, “Home.” May you find that place in your heart called home and may I be at your doorstep to greet you.
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Riane Eisler, one of the most important writers on women's oppression and human liberation. Eisler's best-known book is The Chalice and the Blade. She has written other important books I may mention as needed. Several of them have "partnership" in the title, such as The Power of Partnership.
All her books since 1987 have been anchored in the distinction between Dominator relationships and Partnershiprelationships, which provides a lens for viewing and understanding societies, intimate relationships within families, religions (relations between humans and the divine), and the relationship between humanity and the earth.
Before turning to that idea, let me explain the title of Eisler's 1987 book, The Chalice and the Blade, which I borrowed as the title of this talk. Every Unitarian Universalist knows what a chalice is, and if you go to the Unitarian Universalist Association website you'll find an explanation of how this symbol became associated with our denomination.
However, in choosing the chalice as a key word in the title of her book, Eisler probably did not have UUism in mind. For Eisler the chalice is associated with the goddess religions that existed in many places in the millennia leading up to about 1500 BCE. Yet this is a nice coincidence from our perspective, because Unitarianism and Unitarian Universalism has nurtured feminists since the 19th century and has for several decades welcomed pagans, including those working to revive goddess-religion, into our broad tent.
1500 BCE is the approximate time when the last of the major goddess-worshipping culture, Minoancivilization centered on the Mediterranean island of Crete, ceased to exist. For Eisler, the chalice represents the peaceful gender-egalitarian societies, mostly horticultural, for whom the Goddess was the major object of religious devotion, although there were normally male and other female deities alongside her. Eisler's book relies on the research of archeologists who have distinguished this type of culture from the warlike, male-dominated cultures that seem to have supplanted them. Because these later societies were warlike, as proven by the prominence of weapons of war and fortifications in their archeological remains as compared with the absence of them in earlier, goddess-worshipping cultures, the appropriate symbol for them is the Blade. [1, 2]
Some of you have read Dan Brown's novel The DaVinci Code, or seen the movie of the same name starring Tom Hanks. In the novel some of Eisler's themes appear rearranged. The hero of the novel explains that V shape, which corresponds to the Cup part of the Chalice or Grail is an ancient symbol for the feminine. As you can see when you imagine a line drawing of a frontal view of a naked woman, and focus on the uniquely female part of human anatomy, this place is where new life would be carried in a pregnant woman (about where the flame is in the flaming chalice). In Brown's novel the thesis is that the Holy Grail really refers to Mary Magdalene, who was actually married to Jesus Christ and who escaped, pregnant, after the crucifixion of Christ and somehow got to France, where her child was born and went on to have descendants, the latest of whom turns out to be a main character in the novel (and the movie).
One difference between Eisler's book and Brown's novel is that for Eisler the chalice represents Goddess-worshipping egalitarian cultures that were overrun at least 1500 years earlier. On Eisler's account, it is not institutional Christianity that initiated the suppression of women. [3] That started much earlier, in Western Asia and India, probably with the invasion of Indo-European warrior-nomads. Goddess-worshipping cultures were defeated and their new rulers began subordinating goddesses to gods within the mythically portrayed society of deities. Homer's gods provide clear examples.
So although Goddess worship did not at first disappear completely, it tended to take back seat to the worship of male war-gods. Pre-Christian Greek and Roman civilization is already patriarchal or male-dominated, although religiously it is still pagan. Even the earlier Mycenaean society, the society that produced the early Greeks who conquered Troy, was patriarchal. In other words, the end of gender-egalitarian, Goddess-worshipping civilization occurred more than 1500 years before Christianity appeared on the scene, although pockets of goddess-worship continued to exist here and there. By the time Christianity fused with the Roman Empire under Constantine, it had accepted the Dominator culture of classical pagan antiquity, and once fused with state power it helped to consolidate it.
The point of Eisler's study of prehistory and ancient history is to show that the domination of the male gender over the female gender is not an eternal and inevitable feature of human social organization, that another type of society, aPartnership society rooted in gender equality, is possible. This is something that almost completely escapes Dan Brown's novel.
It is useful to compare Eisler's perspective with two more familiar feminist perspectives. One is associated with Nel Noddings, whose care theory of ethics, has been called a feminine theory, to distinguish it from other feminist theories. According to Noddings, the key to moral thinking is the mother-child relationship. Caring is rooted in the feeling of compassion that comes natural to most mothers. Caring is about paying close attention to the needs of another person that one knows intimately. Noddings thinks this relationship can be extended to mutual care between siblings and between spouses, and perhaps between teachers and their pupils. Most feminists find her view lacking precisely because of [her] lack of concern for questions of social justice regarding broader social patterns.
Another feminist perspective, which has been around since the end of the 18th century, is liberal feminism. Liberal feminists work for equal opportunity for women alongside men in the economy, government, and public life. The problem with liberal feminists, from the perspective of care theory, is that they tend to adopt the abstract language of justice and rights that prevails in already existing legal discourse, which misses the importance of caring and compassion in human relations.
Eisler's approach has the best of these worlds and then some. She has a place for Noddings' appreciation of the importance of caring without being indifferent to the patterns of human interaction that prevail in the larger society. Both caring and equality play a role in Eisler's conception of partnership relations. Social justice relates to partnership organization at the level of communities larger than the family. Her analysis of economics, carried out in her most recent book, The Real Wealth of Nations, makes the case that women's work is crucial for early education, language learning, survival, healing, Hospice care, and thriving of the human species in general. Yet in the United States and elsewhere it is often unpaid or poorly paid and therefore not socially valued by economists focused on money as a measuring device. We have only to think of how the work of homemakers and caregivers for sick and dying family members, childcare providers, primary school teachers and nurses, is barely recognized.
Let us now touch on the basic differences between the Dominator and Partnership Patterns of Organization. In The Power of Partnership, Eisler has described the basic patterns in terms of four dimensions: social structure; gender relations; the emotional dimension; and value beliefs.
- In the domination model, social relations are typically characterized by hierarchies of domination, i.e., rankings that sharply distinguish between those who are controlled and those who control. In the partnership model, relationships tend to be egalitarian; hierarchies exist there but they are what Eisler calls hierarchies of actualization. A synonym for actualization here is empowerment. More experienced, wiser, and skilled persons try to enable the less experienced and skilled persons to acquire capacities they initially lack.
- In the domination model, the male half of humanity is typically ranked over the female half. Traits and activities such as control and conquest are highly valued and associated with masculinity. Gender inequality is taught at an early age and becomes the model for other inequalities, expressed in terms of, say, religious or racial rankings. In the partnership model, males and females are ranked equally. Traits such as empathy, nonviolent interaction, and care giving are valued in women and men and expressed in social policy.
- In the domination model the emotion of fear is prominent; violence is expected and to some extent encouraged, at least towards persons and groups considered to be inferior. In extreme forms, we see it in physical and emotional forms of spouse abuse and child abuse, and in abuse at work by superiors and even supposed peers. In the partnership model, trust is fostered. There is little emphasis on fear and little acceptance of violence against individuals or groups.
- In the domination model, relations of control/domination are presented as good. In the partnership model, relations of partnership, mutual respect, and processes of negotiation are presented as good.
As Eisler indicates, these four features of the partnership model—social structure; gender relations; the emotional dimension; and value beliefs—tend to reinforce each other. That makes the Partnership model a systematic reality. But there is also a contrary dynamic in which the corresponding four main features of the Domination model tend to reinforce each other. The real world of human relations over the last four millennia is one in which the Dominator model usually prevails, but it can rarely totally extinguish elements of the Partnership model. At certain times, the Partnership model makes significant inroads in society and the Dominator model must retreat, but then its devotees may regroup and beat back the progress made by the Partnership model. In certain places at certain times, whole societies may incline mostly toward Partnership relations, at least in contrast with other societies where Dominator relationships are more prominent.
That is the case today with Scandinavian countries, characterized by advanced partnership patterns of social organization and gender relations, unlike, say, the U.S., not to mention Saudi Arabia or Afghanistan.
Eisler not only distinguishes these two models of relationships; she argues that they can be found at several levels:
- Dominator and Partnership within the Family (or intimate relations): The relationship persons have with family members and potential spouses—intimate relations. She gives this a sort of primacy, because it is the basis for our understanding of all other relationships.
- Dominator and Partnership Patterns within one's own life. Do you "beat yourself up" when you fall short of some ideal or do you work in a friendlier manner with your existing traits and try to improve them gradually?
- Dominator and Partnership relationships within work settings and the local community.
- Dominator and Partnership relations between citizens and government, at the city, state, or national levels.
- Dominator and Partnership relations in the international community. The Bush Administration following September 2001 provides a model of Dominator thinking in the international community.
- Dominator and Partnership visions of the proper relationship between human beings and nonhuman nature (the planet as a natural resource vs. a global ecological community including nonhuman species).
- Even our relationship with the divine, with God, the Great Spirit, or the Goddess can be interpreted using this partnership vs. domination lens.
Her approach can help us recognize coherence and unity where otherwise a collection of items may appear to be randomly associated. As an illustration, let me use the seven Unitarian Universalist principles. These are, unless I am very mistaken, inspired by partnership principles, even if we don't always use explicit partnership vocabulary and don't often ask ourselves how they fit together. Let's consider the seven principles in order:
1) The inherent worth and dignity of every person
Partnership relations require as much equality as possible and therefore respect for others with whom we are in relationship. Surely that implies that we seek to recognize the inherent dignity of other people whom we try to see as potential partners in one or another context.
2) Justice, equity and compassion in human relations
Compassion for our partners, whether they are intimate partners or partners in dialogue, or fellow citizens or fellow denizens of the planet, is necessary for the promotion of partnership, as distinct from dominator relationships.
Treating other people fairly, with justice, may seem a bit impartial, but it arguably depends upon seeing other human beings as members of the same family; we are all in the same boat or at least snared in the same network of relationships. There can be no real partnership if we do not first of all aim to treat others justly.
Equity refers to the moral sensitivity that accompanies and yet goes beyond formal justice. It takes into account, so far as possible, the unique situation of others and tries to empower them to be potential partners.
3) Acceptance of one another and encouragement to spiritual growth in our congregations
The Partnership way [4] starts out from concrete partnership relations, say, between men and men, women and women, friends and friends, and spouses. It moves outward to a vision of partnership in larger communities. Our congregations provide a space for practicing partnership that still involves face-to-face relations, but also defines a mission relating to larger communities or partnerships, not to mention humanity's partnership with the rest of the biosphere.
4) A free and responsible search for truth and meaning
The Dominator model of religion has always tended toward imposition of Truth with a capital T from outside, handing down the tablets from Mt. Sinai. Partnership leans toward dialogue, towards mutual stimulation to deeper thought. So the search must remain uncoerced. At the same time our conclusions must be at least partly sharable. One person's theology based on her experience will remain outside all partnerships unless she is responsible enough to express the nature of her insights in a communicable form (poetry, prose, art, music, or touch).
5) The right of conscience and the use of the democratic process within our congregations and in society at large
Democracy is the method whereby larger partnership organizations reach collective decisions. The right of conscience corresponds to the requirement of respect for individual paths and recognizes that a minority view now may provide a needed perspective to enrich the collective wisdom of the congregational partnership later.
6) The goal of world community with peace, liberty, and justice for all
This principle describes in outline the necessary conditions for global human partnership.
7) Respect for the interdependent web of all existence of which we are a part
This principle points to the need for right relations, including respect, for the life forms and ecosystems that make up a biologically diverse planet. Those who are on the Partnership way, which include most UUs, aim to live in partnership with Nature, not as tyrant or monarch over it.
Dr. Jan Garrett, Professor of Philosophy at Western Kentucky University, delivered this talk at the Unitarian Univeralist Church of Bowling Green, KY on March 28, 2010
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Emotions are essentially explosions of misunderstanding that you can clearly perceive in the body. Feelings, on the other hand, are of a different nature and are perceived differently as well. Feelings are more quiet than emotions. They are the whispers of the soul that reach you through gentle nudges, an inner knowingness or a sudden intuitive action that later appears to have been very wise.
Emotions always have something very intense and dramatic to them. Consider anxiety attacks, fear, rage or deep sadness. Emotions take hold of you completely and pull you away from your spiritual center. In the moment you are highly emotional, you are full of a kind of energy that pulls you away from your center, your inner clarity. In that sense, emotions are like clouds hovering before the sun.
Emotions should not be repressed; they are very valuable as a means to get to know yourself more intimately. But I do want to state what the nature of emotional energy is: it is an explosion of misunderstanding. Emotions essentially take you out of your center.
Feelings, on the other hand, bring you deeper into yourself, into your center. Feelings are closely associated with what you call intuition. Feelings express a higher understanding, a kind of understanding that transcends both the emotions and the mind.
Feelings originate in a non-physical realm, outside of the body. That is why they are not so clearly located within one spot of the physical body. Consider what happens when you sense something, an atmosphere or a mood, or when you have presentiments about a situation. There is a kind of knowingness within you then that seems to come from the outside and that is not a reaction from you to something external. It comes “out of nothing” (“out of the blue” as you so beautifully put it). In such a moment, you may feel something open up in your heart chakra.
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You are able to truly give your light to others only if you are also able to not give it. If you cannot say ‘no’ to people, your ‘yes’ has no meaning. Learning to set boundaries and to stand up for yourself is crucial. If you don’t do this, your energy flows into a bottomless pit and you will permanently feel weak and drained.
To prevent this from happening, you need to get in touch with your masculine energy. Many people who are inclined towards the spiritual, have a negative image of the masculine energy. It is associated with violence, oppression and aggression and considered to be not spiritual. As a result of this negative attitude towards the masculine energy, many spiritually inclined and hypersensitive people feel disempowered and unable to stand up for themselves.
The solution is to understand that there’s nothing wrong with the masculine energy per se; it is the imbalance between the masculine and the feminine which causes the problem. By regarding the masculine energy to be inferior, many people weaken their own strength. This happens particularly in sensitive women. Especially when you go through a process of spiritual growth, it is of prime importance to connect with your masculine energy.
As soon as you take step 1 and become more aware of who you really are, you will distinguish yourself energetically from your environment. Your light will be noticed. This will attract to you what I call energy leeches. These are people or other entities, for instance the organization you work in, who will feed themselves with your energy. They deprive you of energy without giving something back to you. If you’re not able to protect yourself in such an environment, you get stuck.
At this point, you need to use your masculine strength. Embrace the masculine part of you, your inner man, and trust him. Let him take the shape of a sword in your hand which severs the bonds between you and everything that deprives you of energy.
A common pitfall in using the sword of your masculine energy proficiently is the notion of equality. “We are all equal and therefore I should not distinguish myself from others, and share what I have with them.” The idea of equality is right to some extent. At the level of the soul we are equal. At the level of manifestation however we are not. Some people are more able to let their inner light shine through than others. By not acknowledging this, we give energy leeches free range. Especially people who radiate much light and who have much to give, should protect themselves. Be aware of who or what you give your energy to. Not everyone is ready to receive what you have to offer. Do not let your most precious gift be dragged down by people or organizations who do not match your vibration. Use your masculine energy for this purpose.
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When you act from the heart, you go along with the flow of things as it presents itself; you are not pushing or forcing. If you work very hard to achieve something and you fail to reach your goals time after time, please ask yourself from what chakra, from what energetic center, you are doing it. Also you can tune into your heart and ask why this thing is not working or why you have to put so much energy into it.
Often you try to realize certain goals without having truly gone within and checked with your heart whether this is what really serves you on your inner path to wisdom and creativity. Also, even if your goals do represent your deepest heart-felt desires, you may have unrealistic expectations about the timeframe in which things will happen. You may be on a timeline that is not of the heart but of the personal will.
There is a natural rhythm to all things, and it does not necessarily have the pace that you think is desirable. The realization of your goals requires energy to be shifted. Energy shifts often take more time than you expect or wish for. In fact, energy shifts are nothing else but you changing.
When you will have reached your goals, you will not be you anymore. You will have become an expanded version of your current self, filled with more wisdom, more love and more inner power. The time it takes to fulfill your goals is the time it takes to change your consciousness in such a way that your desired reality may enter your actual reality. So if you want to speed up things, focus on you and not so much on reality.
Often you even need to let go of your goal, in order to be open to receive. This sounds paradoxical. But in fact we are saying only that you need to fully accept your current reality, before you can step forward into a new one. If you do not accept your current reality and you are holding onto your goals in a tense way, you are not moving forward.
Nothing will leave your reality, unless you love it. Loving it is equal to “setting it free.”
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One of the most common business practices and errors made by fledgling entrepreneurs is NOT paying themselves first. On face value the practice seems almost altruistic or benevolent. Some consider it the selfless art of entrepreneurship whilst others may view it as a pragmatic solution to cashflow shortages and the everyday problems experienced in small business. Well, it’s not!
If you don’t pay yourself first (as a matter of principle) then you are going down a path of self-degradation and destruction. Don’t do it!
The Three Hats
When you are the Owner/ Operator of a business enterprise you may wear three hats. They are Owner, Operator (CEO), and Director. They each have quite separate duties and rewards. It is critical that you know which hat you are wearing and how you draw rewards for that role.
An OWNER receives a return on their CAPITAL in the form of Capital Growth usually redeemed on sale, or capital raising, and Dividends. A dividend is simply a share of the profit. It is important to note that when you come to declaring a dividend that withdrawing your profits may come at the opportunity cost of not reinvesting in the growth of your business.
An EMPLOYEE receives a return on their LABOUR in the form of wages, salaries and maybe performance incentives or bonuses. You may assume a jack of all trades, all hands on deck, kind of multi-faceted employee role(s). Each and every role you perform should have performance measures and a reward structure. For example, you may be the CEO, head of sales, marketing, operations, service delivery, etc. Whilst I’m not suggesting you draw five salaries I am suggesting that each function must deliver. Marketing must deliver leads. Sales must deliver sales. Service must deliver satisfaction. CEO must deliver on the overall strategic direction.
An owner may also withdraw cash from the business in the form of DRAWINGS. These may be advances on the profit (EQUITY), or a loan (DEBT).
So here is the critical distinction – If you own a business and pay yourself from the profits of the business you are rewarding yourself from the wrong pool. Profits, dividends or drawings are OWNERS rewards. They are a reward for your CAPITAL investment. If you do this it makes it difficult for you to see what benefits might be available to you if you decide to exit your employee role in the business to take up a passive shareholding, ie cease working in the business but retain passive ownership. This is one common exit strategy available to you.
On that note if you are considering exiting your business know that you can exit any or all of the three roles – Owners, Director or Employee. You don’t need to exit all three.
Where the S model and B model gets confused
This confusion many small business owners create by drawing money from the business rather than paying themselves a wage/ salary is further proof that many small businesses are not businesses but rather self-employed people. Someone operating with a self-employed mindset will have no qualms in drawing money from the business because in their mind there is no distinction between their role of Owner and Employee.
If there over 1,000,000 businesses in Australia then 50% are more correctly self-employed entities where there is zero enterprise value, ie the business entity has no residual or market value.
The Energy of Money
What subconscious signals do you send to yourself by not paying yourself first? Well try these on:
· Your employees’ time is more valuable than yours
· You are more dispensable that your employees.
· You are not worthy lowering your self-esteem.
· Business is hard work, poorly conceived and risky.
· Your labour efforts are often not rewarded.
Not paying yourself first, if at all, is a sure way to kill your self-esteem and erode the value and confidence of your business and everyone around it. When you operate from this mindset your external world will treat you with the same disrespect you treat yourself. Don’t do it!
False Impressions
There are two entities – you and your business enterprise. To gain a true perspective of the financial health of your business your labour should be fully costed. If you sporadically draw money out of the business it distorts the operating performance and financial health of your business.
Think in terms of what would happen if you sold your enterprise, or employed someone to run it. Would it be profitable? If you the answer is no, then you might just have yourself a job not a business. And worse still, your capital may be making you a negative return. Make your money work for you, not vice versa.
Tax is marginal
When you embrace tax minimisation strategies, at the behest of your tax adviser, you are playing a marginal game. For example, if the corporate tax rate is 30% any tax minimisation strategies you employ are marginal. Does it make sense to turn your business on its head, ie put aside the 70c in pursuit of the 30c? Don’t get me wrong, tax minimisation is a legitimate strategy – a legitimate MARGINAL strategy. If you are being advised by a tax specialist to take certain action to minimise your tax exposure, ask yourself whether you are playing a 70/30 game or a 30/70 game. Tax is marginal.
I know a business owner who invested a significant lump sum into personal super to take advantage of his tax position at financial year end (on his tax accountant’s advice). It placed his cashflow position under enormous duress for the ensuing three months and caused major personal stress and anxiety.
What can you do now?
First, I suggest you get clear on what roles you play. How do you reward each role? Does your cashflow permit you to pay yourself first? Is your business model really a self-employed model? Does your business enterprise have any value? Could you exit it if you wanted to, or would you have to “retire” from it? Once you get real about what you are working with only can you set a future direction and devise the necessary strategies to change your situation. Start right where you are.
- Ends -
Words 1,301
PULLOUT QUOTE
“If you own a business and pay yourself from the profits of the business you are rewarding yourself from the wrong pool.”
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