TRANSCRIPT AND VIDEO
Good morning. Good afternoon, wherever you are. This is Chris. And today I just want to go back over some things that I may have mentioned to you in coaching.And the first one of these things that I'm going to mention is that the leaf at the top of the tree is smarter than the leaf at the bottom of the tree.Now from a hierarchical point of view, that means in a business, the person at the top should be in theory smarter than the person at the bottom, but smart, don't not represented by the amount of money you've got in the bank.They're not represented by the amount of books that you can regurgitate and say, I read it. They're not, nor are they really measured by your ability to collaborate with other people.So some of the measures of the smarts at the top and the bottom are a bit antiquated, very driven by the old masculine principles of how businesses run and things like that.The smarts at the top really comes down to certainty about the future and the person with the greatest certainty leads.So certainty about the future can have a very in itself convoluted message. I worked with a company once who refused to allow me to use the word certainty.They said, I have to use the word clarity because whenever they in encouraged certainty, what they ended up with was hardheadedness.So certainty comes really, it's an, a very evolved place. And so if a person at the top of an organization really needs to have the greatest certainty. So let's talk about the leaf. What does it certain about? Well, you know, there's some things that it can know. It can know where the sun is, the leaf at the bottom. Maybe not quite so. Sure. So the leaf at the top of the tree knows where the sun is. The leaf at the top of the tree knows the direction at which it has to go to seek the sun. And it has no absolute confusion about whether it needs to negotiate with anybody else about that sun sinking. If there's another tree nearby, it will compete to gain advantage and become the tallest tree. The leaves at the bottom of fighting for space amongst their other leaves, they're fighting for horizontal growth. They're doing also other work. So they're a little bit like in a bike race where the Peloton, there are people who actually get the sprinter to the finish and the sprinter does the last bit of work. So there are lower levels of leaf. And of course there's the, and the roots that are bringing moisture up to that top leave so that the top leaf can provide from the top. So the person with the greatest certainty leads, but it's not certainty as in, in the language of hardheadedness. But most importantly, it's to realize that within ourselves, we have high leaves and low leaves. We have high consciousness certainty, and we have unconsciousness uncertainty. These lower levels right across the bottom here of ourselves are really, really emotional. And on one side it's, it's the past. I can't write, I don't have my iPad, but let me do my best. This is the past. And over here, you're going to call it the future. So we vacillate around the center line of life, which is through the middle. We vacillate between past and future guilt of the past fear of the future guilt of the past fear of the future guilt of the past, and the bigger that the lower we go on this, this tree, the lower leaves we engage, the more emotion we have, the bigger the vacillations are. So if you're going to imagine a person who operates with higher consciousness, they would operate in the higher zone of the tree. They would still have vacillation between past and future feared the future guilt of the past fear of the future guilt of the past. They vacillate, but the vacillations are smaller until you get really high up here. Now, as a leader of an organization, you can't afford this, this level down here, you can't afford this level of behavior. It just won't work. Your vacillations will cause great uncertainty in the organization and the organization will start to wobble and the whole tree will start to go from side to side. So the more I would say in clarity, the more conscious you are, the more responsible you are for leadership, the more you have to work really hard to maintain this level of what I call inspiration. We call it inspiration up here over what's called desperation down here, inspiration over desperation. And we have actually talked about this quite a bit because we introduced, let me see if I can throw this on, like this one this one here we've introduced before the concept of God to, to love too, which is the principles that are involved in guiding people through the lower consciousness, through the God, two levels up to love, to levels. We introduced also some, some skills to help you stay away from these lower levels. Let me see if I can get this on a fresh piece of paper. I have to roll it down again. I apologize because yeah, I don't have my iPad pad with me. Oh, well, let's just work here. What we're trying to do is stay here inspired, or we're trying not to do is sink down here and be despite the masses, mass consciousness is in the should do God too. And so if you look at what's normal where people gravitate, where, where life takes us, if we don't have discipline, we go to, should do got to, if we have discipline and we have incredible self-awareness we can operate up in choose to and love to. I like to build organizations that draw a line across here and say anything in this area, we coach people up, up or out, up or out. There is no this area of the business. We say we would, we'll bring the whole organization down. If we operate at that level to coach a person to not be in a need to should do or a God to space. What we need to be able to do is respect that there are seven areas of life, and we're not just coaching a person to be at work in a, in a one to place. But what we're saying is financially not in a God to relationship, not in a God, to social health. And so holistic leadership, holistic coaching means to keep help people take all seven areas of their life up to at least a one, two level. Now that's not beyond expectation. We've done it. We've made, we've created organizations that are hugely self-aware. It does however, confront some people who will refuse or say, I don't want to do that. And it's really important to recognize that it's unhealthy for a go-to person to be in a culture. That's actually saying we want to have a want to culture, or at least a desire to, and that disconnection between the gut too, and the want to people will, will become a battle. And that battle can be actually quite stressful and struck quite emotional, especially if you've got a, got to boss, leading a group of people who are ready to be in the want to space. And so I guess what we're saying here is although we have a tree where we have multiple leaves and we can conceptualize that being an organization until such time as we get our act together at an individual level and learn how to move ourselves and keep ourselves in a love to choose to space, irrespective of what goes on. It's impossible for us to be a leader of an organization. We have to be able to take ourselves into a love, to choose, to desire to a minimum, or want to space in our thinking and our being at work and life in order to engage a group to coach them up or out from a go-to should do an, a need to space. I've enjoyed this bye for now.