Step Five - The Change.
The reason why productivity systems with famous names fail to deliver the kind of results they promise (and keep everyone hanging in there hoping they'll eventually pay for themselves) is because they are based on ideals designed to appeal to account managers, putting forth pledges of systemic improvement from number crunches, parts and paperwork. These are inorganic processes, only inspiring people who (might) directly benefit from the results they promise (but fail to deliver), and they fail to deliver those promises because the process is not organic. See the cycle? The problem is endemic, like so many problems these days.
The course you're on here is showing you how to create an organic system of continuous improvement that works and is sustainable BECAUSE it IS organic - this process is homogenous; the benefits apparent for everyone. Regardless of wage, staff take home new ways of thinking to families and partners, they become engaged in the process of improving their environment and translate it beyond the hours of employment to positively affect relationships beyond the workplace. I have seen this happen every time I've delivered a course, one man even coming to me in tears to tell me how he'd walked into the house and for the first time in 30 years, avoided an argument with his wife.
This fifth step, then, introduces 'the fifth element', as human factors come to the fore. You're now at the stage where motivating others is showing signs of coming naturally to you, and this step is all about observation.
Some courses urge you on and on to push yourself and your team as fast as possible into the zone of totality, only to dump you in the overtaking lane wondering what to do next. This course is based on the physics of sustainability, and is not going to leave you high and dry. Step Five imparts the strength of knowing when to take action, and when to step back.
All the work you've done so far has brought you to a state of self-awareness from which to assess problems more effectively and see the holistic picture of what happens to a social matrix when positivity is seriously introduced to it. Now it's time to watch and take notes. Resist the temptation to dive in to the waiting pool of possibilities - instead, look at what they are becoming, as they manifest in real time. You'll be familiar by now with the wave of cause and effect, you'll understand the tenets of uncertainty and duality, and be ready to identify those incoming options with a discerning approach to higher ground.
For a whole week, you'll be doing nothing (bar observing and taking notes.) This is going to be hard, trust me. On paper it might look like the easiest step you'll have taken so far, but far from it. More than likely, it'll be the most difficult. The reason Step Five must be there becomes apparent in Step Six.
The reason why productivity systems with famous names fail to deliver the kind of results they promise (and keep everyone hanging in there hoping they'll eventually pay for themselves) is because they are based on ideals designed to appeal to account managers, putting forth pledges of systemic improvement from number crunches, parts and paperwork. These are inorganic processes, only inspiring people who (might) directly benefit from the results they promise (but fail to deliver), and they fail to deliver those promises because the process is not organic. See the cycle? The problem is endemic, like so many problems these days.
The course you're on here is showing you how to create an organic system of continuous improvement that works and is sustainable BECAUSE it IS organic - this process is homogenous; the benefits apparent for everyone. Regardless of wage, staff take home new ways of thinking to families and partners, they become engaged in the process of improving their environment and translate it beyond the hours of employment to positively affect relationships beyond the workplace. I have seen this happen every time I've delivered a course, one man even coming to me in tears to tell me how he'd walked into the house and for the first time in 30 years, avoided an argument with his wife.
This fifth step, then, introduces 'the fifth element', as human factors come to the fore. You're now at the stage where motivating others is showing signs of coming naturally to you, and this step is all about observation.
Some courses urge you on and on to push yourself and your team as fast as possible into the zone of totality, only to dump you in the overtaking lane wondering what to do next. This course is based on the physics of sustainability, and is not going to leave you high and dry. Step Five imparts the strength of knowing when to take action, and when to step back.
All the work you've done so far has brought you to a state of self-awareness from which to assess problems more effectively and see the holistic picture of what happens to a social matrix when positivity is seriously introduced to it. Now it's time to watch and take notes. Resist the temptation to dive in to the waiting pool of possibilities - instead, look at what they are becoming, as they manifest in real time. You'll be familiar by now with the wave of cause and effect, you'll understand the tenets of uncertainty and duality, and be ready to identify those incoming options with a discerning approach to higher ground.
For a whole week, you'll be doing nothing (bar observing and taking notes.) This is going to be hard, trust me. On paper it might look like the easiest step you'll have taken so far, but far from it. More than likely, it'll be the most difficult. The reason Step Five must be there becomes apparent in Step Six.