Disengaging the Autopilot

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The new Precept is that people are more important than money.  A CEO whose company is at the top of their industry said to me this week that business and moral success comes from putting people first, process second, and from that comes a lot of money.

My son works for a large corporation that is a joy to behold. They hire people based on their intelligence, ability to cooperate, independence of spirit and imagination and already aligned with the mission and noble, social purpose of the company. There are multiple bottom line including the success and well-being of employees, the company the communities they serve, and especially their customers.  Almost all companies say this, but this one means it. The leaders stand for this unequivocally with good humor and convincing action. The leaders embrace the paradox and contradiction it takes to operate in the Quantum “many worlds.” Much of their profit goes back to customers based on how much they spend.

I’m re-inspired by leaders and companies like these and in the possibility of them helping create a better country and a better world. I’ve seen many leaders, companies and politicians say they have such values and behave inconsistently. I’ve seen many create grand vision, noble purpose, great strategy and a culture that doesn’t support it. Embedded in that culture is always the fact that money is more important than people.

In the future, the time has come for this to end.

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I discovered a useful framework for quickly identifying Escape Velocity actions in references to The Seven Rays of Divine Energy, first introduced to Western culture in The Secret Doctrine, by Н. P. Blavatsky in 1888.  The philosophy has appeared in several religions and esoteric philosophies since at least the 6th century B.C., and proposes that, “.., all things and beings in the world—all forms of mind and matter—arise from combinations of seven fundamental forms of energy.  Each form of energy carries particular qualities and tendencies for important cultural and personal requirements.”

For our purposes, the model offers a relevant basis for interventions that achieve Escape Velocity from dysfunctional company culture and limiting aspects of leadership, circumstances, and personal identity.  When all or many of these forms of energy are flowing easily between people and between enabling processes in a system, chances are good that transformation or at least, improvement will happen. When one or more of these forms of energy forms is missing or weak, there is an energy hole in the company or team bucket.

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