How Do You Position Yourself For Change?

Learn to ask of yourself much more than before, refusing to refer to the circumstances of the cause that determine you to be someone else.

Sixin told Caotang:“Nature has endowed people with sincerity and goodwill. If you try to force them, they will not last long. A person who has power but is not resilient will be treated with contempt and will be defied by lowly people.

In the same way, truth and falsehood, good and evil, are inherent in nature, and none can be changed. Only people with a balanced nature, who can communicate with the wise, but not only, deserve the name of teacher.”(Thomas Cleary – Zen Lessons)

Leadership dictates how things go, to the point where you fail, when evil dominates you more than good can protect you. Only integrity keeps things going the right way, despite countless distractions. And to openly accept the violation of the truth is like moving from one dark room to another, darker one, then to another, and so on until the darkness grows darker, denser, and the light that gives wisdom and strength of character disappears completely from the shackles of your mind.

How do you equip your leadership to make it easier to accept change? Someone on the internet said it well: “The world will continue to mirror what you refuse to accept and transform into yourself, until you reconnect with the denied or unknown parts of your being.”

Basically, the circumstances of the cause that determine you to be someone else are given by those relationships between elements that contradict any logic and the rules recognized by honor and common sense. While the benchmarks of circumstances that favor the manifestation of one cause or another are related to your spiritual nature that receives morality (the teaching of life) and the context in which you heal the emotional patterns that keep you stuck or hinder you in your development.

Can you name the factor with the greatest impact on the formation of a new self-perception, in the context of a change in the circumstances in which you find yourself and the way in which you respond to everything that is happening around you?

Constant change and adaptation to life’s challenges is a process in which the leader has a key role to play. First of all, he must be well anchored in objective reality and must possess those capacities to intuit the future and to evaluate the future consequences of the facts of the present. Accepting change – sometimes a long process – involves increasing the leader’s power of influence over people, and also depends on his ability to know people and, why not, even manipulate them.

The high impact factor is your willingness to get involved and take the necessary steps in a certain direction without forcing the speed limits of your discernment. Change cannot be imposed by force, and even if this is apparently possible, it is a change of surface and not of substance. When a leader succeeds in inducing in each person a change in the way he thinks and acts, then his inner desire to change spontaneously arises.

Is the change you are imposing one of surface level or does it have any essence to it? How do you change the way people think and act? Do you share your purpose with them and help them achieve their goal? How do you make them part of your dream? Do you want to do more for them than for you? What is your great quality that is admired by others around you and that allows them to become successful leaders? Do you tell people what it really means to be a leader?

Very important to emphasize here: do people know how much it will cost them to become leaders? If they do not know what awaits them, then they cannot know how much they will engage in those activities in which they themselves perceive themselves as efficient, competent.

Can you condition your actions to follow the path of a new, discerning experience based on the balance between what you are trying to “force” and what “endures” for a long time?

Do not force the material to be shaped by your will, rather let your will be shaped by the context, and by the landmark of discernment that you do not want to erase from your records. Sculptors choose the most suitable rocks for their future works, rocks that are far from perfect, but have visible and hidden defects. The master of the sculptor will be able to annihilate the visible defects, but not the hidden ones.

The most skilled leaders also seek to fulfill their mission, modeling the raw material of which the human being is made, ensuring its development through education and the transmission of their own values and standards. Leaders have to model adults with a “baggage” of different but ready-made values, standards and feelings. The mastery of the leader consists in discovering those good “parts”, some in their native state, others that appeared during their life, from their soul, after which the process of remodeling and re-education must begin. This is the real “stepping stone” for a leader, because adult education is a difficult task for which you must have the tenacity, availability and appropriate methods.

The leader must be a role model for others. A model of thinking, behavior and action that falls within the unanimously accepted “normal”. At the same time, the leader, in turn, generates role models that contribute to the development of a healthy organizational culture.

Is your impact on a succession of radical changes superficial or profound, considering when you need to move to an area compatible with the experience of a unitary identity?

Are you ready to take lead? John Maxwell made a point that is worth emphasizing: “If you know who you’re looking for and what you’re aiming for, you’re ready to go. The next steps introduce you to the whole process. It starts with building a relationship with your potential leaders. Starting from that base, you can build a program for their development, you can direct their progress, you can give them the authority to carry out their tasks and you can finally bring them to the stage in which you can let them lead.”

And I ask you, future leader: “Are you ready to hand over the baton?” If not, then it most probably means that you have not promoted a thinking and behavior that will help in recognizing your true values. It means, first and foremost, that your impact is a superficial one, and not one of substance.

Remember that leadership begins with the person within you, whose behavior must be easy to accept and understand, meaning consistent, aimed at meeting the needs of individuals or other people, in no way with the position you hold. Leadership always starts with your way of thinking – the only one that helps you move forward on the steep terrain of rapid change, the only one that can attract the approval or contempt, sympathy or dislike of other people.

Can you excel in times of transition? Are you developing in such a way that you become an effective leader, even in difficult times? Do you make your goals achievable? What is the thought pattern that can help you the most in difficult situations? How do you reward your own progress? Could you live with the experience of failure?

The experience of a unitary identity presupposes the consideration of several qualities and virtues which together can produce a change of proportions, but which must not omit the control of consciousness over any external stimulus or factor.

How Do You Position Yourself For Change: through a check-in of the self that will help you distinguish Good from Evil, or by returning to the original condition (of ignorance or false faith )?

Leadership progress marks leadership without changes imposed by the leader, without force, in order to achieve the proposed goals. As the traffic policeman can signal with his arm so that the vehicle may advance, overtake, pass in front or behind them, bypassing either on the left or right side, and pedestrians to cross the road or stop – so too the leader, in order to add value to leadership, must direct behavior, including effort, in order to establish and develop harmonious relationships with all those around him.