The Principle Of The Constant Of Being (II)

Find the main and decisive factor of understanding your true nature, to manage to identify the primary element underlying the achievement of excellence.

Let me tell you something. Something that nobody knows. For a while, there was someone else in my life, someone supreme, noble and transforming. A perfect form of another person, a third entity, a part of my way to be, characterized by genuine, direct knowledge.An entity that wanted to be perfect, quietly sneaking, clandestine et irrévérencieux, in the small folder of my conscience, like destined to become a corner stone in building my future.

It was some kind of artificial manifestation of my own identity, a lump in my functional area, a strong pivot that had vaguely, deeply and fundamentally penetrated in me, firmly pushing me, with urge, beyond the limits of conventionality. I was in a reverse and revealing situation, but which raised some problems. Was it an attempt to overcome my own condition?

Everything was quite complicated. She wanted us to become friends, to substitute my every weakness, to melt our two forms of knowledge, to exist outside any relationship of subordination. Was it a refusal of reality?

Any deviation from her point of view would have been seen as a challenge to my own self, to the part that intrigued me. It was not enough to know who or what she was, when and why she would ally with me. I just needed to understand her purpose. And why she mattered. And what I needed to give up in her favor.

The power of creation consists of two elements – the power of your will to represent yourself as a character and the power to accept the relevance of your particularities.

I had nothing to feel guilty about, but that situation was very absurd. As if I had entered one of those overwhelming and terrible books, the influence of which softens human nature, turning me from a positive to a negative character, and vice versa, so mainly including me in the category of inconstant characters, who always disregard themselves, or worse, act as enemies, seldom as allies. For how can you reason with a force, if any cohabitation with it troubles you?

I tried to keep everything secret, like a man who often hides his true nature under a mask of appearance. I did not have to take too seriously my inclinations of "extreme left". However, I have the strange sensation that, if we had remained close, it would have been different. I do not know… in some way, I think we would have completed each other.

I started on the sure path of certainty. I did not allow anyone, any dominant force to complicate my existence. It followed another passage from "not being someone else", to "being who I am". I was evolving towards a constructive becoming. Actual reality was the most important thing.

I am myself, therefore I exist in the present. Everything else is utopia, even when it comes to the actual reality. I understood my feelings and my blockages. I fully accepted my character.

Commitment to effective leadership in times of change involves maintaining clarity of one's identity, avoiding the distortions that may arise under the pressure of circumstances.

So here, once again, for what the courage to risk the possibility of another scenario. The hypothesis of a possible future, of another judgment, of another source of "being" is very likable. In this case, of the art of becoming what you really are not, o lens through which your true identity manages to diminish its positive perception about itself.

Learning to lead effectively is a real challenge for leaders. Teaching others to lead effectively is an even greater challenge. But the most difficult part is to teach them how to manage and express their identity, fighting as much as possible to keep it unaltered.

Would you print a picture on a poor quality paper? Not managing appropriately your own identity is like printing a picture on a poor quality paper. Your true way of "being" comes out blurry, with faded or too rough, uniform or even unrealistic tints.

Being authentic means amplifying your human qualities, refusing to compromise your essence in favor of a superficial image.

Does "being" mean to be different or to remain constant with yourself? Here is a question at which I would really like to have an answer, especially from a "leadership creator". My unshaken belief is that a leader can build himself, can enhance his "Human" qualities, not just those needed to succeed in business, unless he rediscovers that essential part of his way of being – that rational act of existential engagement in the horizon of conscience and causality.

Or, in simpler words, he who refuses to be what he really is risks to enter in conflict with himself and to limit his potential. If you sink into a state of confusion and disorientation, in the journey towards "becoming", you will not be able to assume responsibility for the specific forms to setup the future you prepare for yourself. If you detach yourself from what characterizes you, you will not be able to maintain your "constancy of being".

"You yourself" is how you relate to the things that really matter when you accept your inner states as they are, without judging them, without giving them a name, without resisting them.

Do you start on the wide path of certainty, searching the constancy of being who you really are? How do you express your own identity? Do you evolve towards a constructive becoming? Is actual reality the most important thing that guides you? Do you include yourself mostly in the category of inconstant characters who always disregard themselves? Can you resonate with something that does not represent you?

To paraphrase the famous writer Alexandre Dumas: "We are making towards ideal, but before getting there, we have to traverse a dark forest, defended by monsters of ignorance and falsehood, an unknown region that only those who understood their emotions and blockages can brighten it up" . Those who have fully accepted their character.

Leadership: Can you communicate the reason to exist through a mask of appearance that pleasantly surprises any expectation of who you are when you are just with your soul?

To become what you are. To remain constant with yourself, not to give up on something you believe in and submit yourself to a foreign influence, to another way of being. To find your identity, to refind yourself and to glorify your majesty.

True history, someone commented, is that of human progress. That is why I tend to put into question the foundation of leadership. I think leadership should have incorporated a feature to help man form, detach from his limits and reach his true potential.

Conquering your own identity would be for any man, leader or not, a great pride.

A leadership model that integrates personal development involves maintaining a balance between constancy and adaptability, without losing the essence of the self.

The principle of the constant of being highlights the need to find individuality. In leadership and others, each of us must find our own individuality, discover our own self, with all its positive and negative parts, and develop that part which represents us and, built with perseverance and tenacity, leads us to excellence.

We are the same and yet different. Each of us bears the stamp of a unique personality, has great ambitions and a different way to process his own self. Essential is to discover, cultivate and improve that part of us which represent us and has a constructive effect, so that can lead us toward excellence.