| The persistent truth is that the scale of the | | | | safe, they express through a range of behaviors |
| challenges we face globally has changed the entire | | | | including increased insecurity, absenteeism, |
| context for how business operates and contributes. | | | | self-sabotage, or aggressive sabotage, or |
| Global warming has gone from being denied to | | | | stress-related illness. |
| coffee shop conversation. The implications global | | | | For the development of the social network required |
| warming has on the future of humanity creates | | | | to receive and support deeper talent and highest |
| speculation and, for the most part, fear or disbelief. | | | | levels of self performance, subconsciously held limiting |
| Meanwhile, at a deeper level people sense the need | | | | beliefs must be recognized for what they are....blocks |
| to evolve, to tap into what holds deeper meaning | | | | to performance. |
| and want to make a higher level of contribution. | | | | We are at the crossroads of a truly great |
| Accompanying this underlying force is the real need | | | | opportunity. |
| for high performance leadership; leadership that | | | | First, the assumption that you cannot change the |
| merges the untapped capacity for self-performance | | | | subconscious drivers which drive 90-95% of behavior |
| with group leadership and takes it to whole new | | | | is simply no longer true. |
| levels. | | | | Second, we know that underneath the limitation is an |
| This is the stuff frequently overlooked or dismissed | | | | unlimited source of innovative thinking, deeper talent |
| as esoteric distraction while corporate leadership | | | | and that each person brings a piece of the trust to |
| grapples with the usual demands along with the | | | | the group leadership equation. |
| appearance of new more complex issues many of | | | | Thirdly, we know what makes learning stick. We just |
| which have risen much like the sea levels, quietly yet | | | | do not do what it takes to ensure it happens. We |
| forcefully catalyzing the shift to higher ground. | | | | have the chance to systematically apply what we |
| The notion that there is immense talent lying | | | | know to ensure the newly acquired skills can be |
| dormant within each individual underneath childhood | | | | applied to add value to personal and professional lives. |
| preprogrammed limitations is established by cellular | | | | Fourth, we know what when an individual contributes |
| biology and well articulated by Dr. Bruce Lipton. From | | | | from their core innate knowledge they are directly |
| the ages of 0-6 children operate from brainwave | | | | wired to purpose and passion therefore two things |
| frequencies that function like a tape recorder, taking | | | | happen: |
| in all the messages, both limiting and empowering, and | | | | Work has meaning; |
| storing them into the subconscious. Unless those | | | | Innovation that matters is well within the collective |
| limiting beliefs are replaced they become the | | | | capacity for individual and group performance. |
| foundation that the individual sees the world through. | | | | Corporate leadership is actively searching for higher |
| It shows in individual and collective performance and | | | | performance and innovation. Rather than assuming |
| in personal and professional relationships. | | | | motivation is all external, perhaps it is time to create |
| When the working environment is perceived to be | | | | the social networks for tacit knowledge to be |
| unsafe, employees will unknowingly yet naturally, | | | | collectively applied. This starts with the individual's |
| repress their expression and contribution. Repressed | | | | growth and then expands to group performance. |
| expression is channeled in one of two ways: | | | | The saying 'the answers lie within' has more than one |
| depression or aggression. When people do not feel | | | | meaning in these times of radical change. |