What You Feed Your Mind Matters

What You Feed Your Mind Matters

Your brain is like a sponge. It takes in everything. Every sound you hear, sight you see, food you eat, everything you experience feeds directly into your brain. Normally, this is a good thing. We take in these experiences and we learn.

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Thorns of Consciousness

Angeles Arrien, an author, teacher, and anthropologist specializing in cross-cultural wisdom, summarized 13 different challenges that humans experience in their lives. These 13 states constitute the major challenges we face when moving through the growth stages. Interestingly enough, 6 of these states have to do with our way of thinking and state of mind.

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The Power of Unconsciousness

What is unconsciousness? It is simply the state of non-awareness, of not knowing. In and of itself, it’s benign. It’s just a state of being.

Unconsciously, our bodies function in a timely, miraculous way. We breathe, our heart beats, our cells deliver needed information and goods and carry away waste. While our body does all of this without effort, our mind focuses on our survival by making sense of the incredible amount of sensory information around us. Harnessing unconsciousness is also a part of self-mastery. When we become incredibly competent at something, a new skill, habit, or way of thinking, it fades from our conscious mind into the quieter place of unconsciousness. We no longer need to focus our attention in order to activate it.

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The Journey Towards Your Self-Mastery

The Journey Towards Your Self-Mastery

Your leadership territory is indicated by the results you produce, the relationships you have, and your own level of satisfaction and well-being. Yet all these external indicators are just evidence of what you are generating internally. If you want to improve or increase your leadership power, you need to work on who you are as a person. 

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The Gallery of Shadows – Part 4

The Gallery of Shadows – Part 4

The shadow side of Linda was her attempts to adapt and please the new regime. She just didn’t agree with the new values being proposed for the company. The tension between what was being asked for and her own integrity started to create underlying stress. She became passive aggressive in her support for the new organization.

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