Ventaja Colaborativa / Collaborative Advantage

Desde LFM Coaching declaramos el mes de Abril como el mes de la Colaboración.

Para qué volver a nombrar lo obvio? Para traerlo a la superficie, para revalorizarlo, para hacerlo conciente, para tomar posición. En LFM Coaching no creemos en la Competencia. Es un concepto obsoleto desde nuestro punto de vista. Te invitamos a que en cambio de pensar cual es tu famosa ventaja competitiva pienses y declares cual es tu ventaja colaborativa.

La nuestra es que Colaborando somos más ricos, más felices, más plenos, Florecemos!

From LFM Coaching we declare the month of April as the month of Collaboration . Why reappoint the obvious? To bring it to the surface, to revalue , to make it conscious, to take a position . In LFM Coaching we do not  believe in competition . It is an outdated concept from our point of view. We invite you instead of thinking what your famous competitive advantage is and declare what is  your collaborative advantage . Ours is that collaborating we are richer , happier, more fulfilled , we flourish ! 

 

 

ASK, SEEK; KNOCK – PIDE, BUSCA, LLAMA

mirandoAsk, Seek, Knock (Mathew 7,7 / Mateo 7,7)
7“Ask, and it will be given to you; seek, and you will find; knock, and it will be opened to you. 8“For everyone who asks receives, and he who seeks finds, and to him who knocks it will be opened.…

“Pide y se te dará; busca y encontrarás, golpea y se te abrirá. Porque el que pide recibe, el que busca encuentra y al que llama se le abre”.

To me Spirit is the foundation of all of the good things in life. In coaching, always I end up with a sacred quote. To me is like a permanent connection with God. All of us have God inside us.  It’s free and available for all. It’s there. Just ASK!

Para mí el ESPIRITU es la fundación de todo lo bueno en la vida. En coaching, siempre termino con una frase sagrada. Para mí es como una conexión permanente con Dios. Todos tenemos a Dios dentro nuestro. Es gratis y disponible para todos. Está ahí.

The barrier is our emotion. Our emotion emerges from our thoughts. Negative emotions emerge from negative thoughts. And positive emotions emerge from positive thoughts.

Proposal for December: Change your thoughts – Change your emotion and then ask again, seek again, knock again….and you will receive, you will find and it will be opened…

La barrera es nuestra emoción. Nuestra emoción emerge de nuestros pensamientos. Emociones negativas emergen de pensamientos negativos . Y emociones positivas emergen de pensamientos positivos.  Propuesta para Diciembre: Cambiá tus pensamientos – Cambiá tus emociones y después pedí de nuevo, buscá de nuevo, golpeá de nuevo…y recibirás, encontrarás y se te abrirá ….

And then…let’s speak in January! Y Después…hablemos en Enero!! 

Por un Mundo Más Hermoso – For a more beautiful World

If ever the sadness make you an invitation tell her that you have a commitment to joy and that you will be loyal to her all life
If ever the sadness make you an invitation tell her that you have a commitment to joy and that you will be loyal to her all life

 

Image

CONJUNTO VACIO – EMPTY SET

conjunto vacio

 

CONJUNTO VACIO. ASI SOMOS LOS HUMANOS CUANDO MALUSAMOS EL PODER DE NUESTRAS PALABRAS. CUANDO MENTIMOS; CUANDO MANIPULAMOS; MEZCLAMOS OPINIONES CON VERDADES; INFERENCIAS CON REALIDADES.  SOMOS CONJUNTO VACIO. Y PODEMOS VIVIR Y REPRODUCIRNOS Y QUE EL CONJUNTO VACIO SIGA REPRODUCIENDOSE…Y es TRISTE. Y MAS TRISTE ES CUANDO NADIE SE DA CUENTA. PERO LO VERDADERAMENTE TRAGICO ES CUANDO NOSOTROS NO NOS DAMOS CUENTA QUE SOMOS CONJUNTO VACIO… LA TRANSFORMACION ES POSIBLE….

Permítanme compartir con ustedes una perlita de “El poder de las palabras” de Fernando Flores

Fernando Flores fue Ministro de Finanzas en Chile y luego prisionero politico. Ahora asesora empresas en como usar assessments y compromisos para transformar la manera en la que hacen negocios. El resultado = ejecutivos que hablan y actuan con intencion.

Hablá todo lo que quieras, dice Flores, pero si quieres actuar poderosamente, tienes que dominar  los actos de habla”: rituales de lenguaje que construyen confianza entre colegas y clientes, prácticas de usar las  palabras que pueden abrir los ojos a nuevas posibilidades. Los actos de habla son poderosos porque la mayoría de las acciones que las personas realizan en los negocios, en el matrimonio, en la crianza de los hijos se llevan a cabo a través de la conversación. Pero la mayoría de la gente habla sin intención; simplemente dicen lo que viene a la mente.

Si hablan con  intención, sus acciones adquieren un nuevo propósito. Hablan con poder, y  actúan con poder.

“…Si usted cree en este plan, ¿por qué no lo hace?” pregunta Flores .“Todos los días diciendo una cosa y queriendo decir otra, Ryan le stá tomando el pelo a su colegas . Nada en su charla indica acción, sólo deseo.” . Flores ha puesto el dedo en la desconexión: Ryan ha puesto enormes esfuerzos en un plan que no le excitaA pesar de que lo presenta, está lejos de él.  Él está haciendo lo que hace la gente en las organizaciones.

La tragedia y la pérdida de tiempo   no es que sus colegas no se dan cuenta, sino que el propio Ryan no se da cuenta.

Adjunto el documento

NADA OCURRE hasta que el DOLOR DE SEGUIR IGUAL no SUPERA AL DOLOR DE CAMBIAR
NADA OCURRE hasta que el DOLOR DE SEGUIR IGUAL no SUPERA AL DOLOR DE CAMBIAR

EMPTY SET. THAT’s WHAT WE ARE AS HUMAN BEINGS WHEN MISSUSE the power of our words.  When we lie; When we manipulate; When we Mix VIEWS WITH TRUTH; FACTS with  inferences. We are “an empty set”  And we can live and reproduce and that the empty continue and that’s sad. And saddest thing is when no one notices. But the real tragedy is when we do we realize that WE are empty set. Transformation is possible ….

Let me share a take-away from the paper “The power of words” by Fernando Flores

Fernando Flores was Chile’s minister of finance — and, later, a political prisoner. Now he teaches companies how to use assessments and commitments to transform the way they do business. The outcome: executives who speak and act with intention

Talk all you want to, Flores says, but if you want to act powerfully, you need to master “speech acts”: language rituals that build trust between colleagues and customers, word practices that open your eyes to new possibilities. Speech acts are powerful because most of the actions that people engage in – in business, in marriage, in parenting – are carried out through conversation. But most people speak without intention; they simply say whatever comes to mind. Speak with intention, and your actions take on new purpose. Speak with power, and you act with power.

….”If you believe in this plan, why don’t you close?” Flores asks. ” every day – saying one thing, meaning another. Ryan is bullshitting his colleagues None of your talk indicates action – just desire.” Flores has put his finger on the disconnect: Ryan has gone to enormous pains to develop a plan that doesn’t excite him. Even as he presents it, he is backing away from it. He is doing what people do in organizations. The tragedy – and the waste – is not that his colleagues don’t realize it but rather that Ryan himself doesn’t realize it.

Pls. find attached the document

The Power of Words.Flores

 

DONDE ES LA GUERRA? WHERE IS THE WAR? / REQUIEM for AYLAN

niñosirio

Dónde es la Guerra? Lejos, muy lejos?  Tenemos algo que ver? Podemos hacer algo?  La Guerra es cerca, muy cerca: Dentro nuestro. En nuestros pensamientos. En nuestras intenciones. En nuestra alma. Tenemos todo que ver. Porque nosotros somos co-creadores de lo que ocurre. Podemos hacer algo, si: SER ARMONIA.  Cada pequeño pensamiento y acción cuenta. / Where is the war? Far, so far? Are we somehow related it with? Can we do anything? The WAR is close, very close: Inside us. In our thoughts. In our intentions. In our soul. We are all related with it. Because we are co-creators of everything that is going on. We can no something, yes. TO BE HARMONY. Every each little thought and action counts.

 

" We are human that do not know how to make a world as people " LINIERS  - www.porliniers.com
” We are human that do not know how to make a world as people ” LINIERS – http://www.porliniers.com

La muerte del pequeño Aylan Kurdi nos urge. A salir de la prisa, de la competencia, del sin-sentido, de lo grandioso, del crecimiento constante… honrémoslo hoy ahora con un gesto de amor inesperado, el que más nos cueste…la vibración del amor se expandirá ….unite y creemos entre todos nuevas posibilidades de amor, belleza, armonia, respeto, inclusion y alegría para TODOS.  / The death of the little Aylan Kurdi urges us. To leave the hurry, competition, the nonsense,  the how great, the steady growth  Let’s honor him today, now with a gesture of unexpected love, the most difficult to us the vibration of love will expand. join us and let’s create all together new possibilities of love, beauty, harmony, respect, inclusion and joy for all

REQUIEM for AYLAN

niño sirio iiLux æterna luceat eis, Domine, cum sanctis tuis in æternum, quia pius es.
Requiem æternam dona eis, Domine, et lux perpetua luceat eis.
Cum sanctis tuis in æternum, quia pius es. / Que la luz eterna brille para ellos, Señor, en medio de vuestros Santos porque sois misericordioso.
Señor, dadles el reposo eterno y haz brillar la luz para ellos sin fin
.
Entre vuestros santos para siempre, pues sois misericordioso.  /1190340Let eternal light shine on them, Lord,
as with Your saints in eternity,
because You are merciful.
Grant them eternal rest, Lord,
and let perpetual light shine on them,
as with Your saints in eternity,
because You are merciful.

Less Descartes and more TAO TE CHING

libertad-prision-jaula

René Descartes con su proposición fundamental de Pienso Luego Existo tuvo una infuencia tan profunda en los seres humanos que lo estamos usando como nuestro contexto predeterminado desde el cual comenzamos la jornada, la mayoría del tiempo sin siquiera darnos cuenta. Desde mi punto de vista siguiendo la propuesta de Descartes los seres humanos terminamos siendo “Descartes” en español, que significa DESCARTES ” persona o cosa rechazada por no ser más útil o deseable”.

René Descartes with his fundamental proposition “Cogito ergo sum (/ˈkɡɨt ˈɜrɡ ˈsʊm/, “I think, therefore I am” had such a deep influence in human beings that we are using him as our pre-determined context from where we start the journey, most of the time without even noticing it. In my view following Descartes proposal we as human beings end up being “Descartes” in spanish, which means DISCARD “a person or thing rejected as no longer useful or desirable”.

Los cuatro acuerdos

But we as Human Beings are awakening. Pero nosotros como Seres Humanos estamos despertando.

Connecting with our Inner Being connected with Oneness. Conectándonos con nuestro Ser Interior conectado con la Unidad.

To Choose & Fallacy – Elegir & Falacias

circulo

Imagine you are in a limit situation. Everything was decided. The desition was already taken. You want A and it was decided B. But then you are ask to choose. Choose: do you want to do B in “x” month or in “y” month?

What??  That’s not to choose. And that’s a fallacy.  Both. To choose is to have the power to add in the options your option and if the option you want does not exist , to have the possibility of creating it. And , on top of that, You never wanted B, You want A.

Do you see cases like this in your daily life?

Imaginate que estás en una situación límite. Todo fue decidido. La decisión ya está tomada. Vos querés A y se decidió B. Y después te piden que elijas. Elegí: querés hacer B en el mes tal o en tal otro?

Qué?? Eso no es elegir. Y eso es una falacia. Ambas cosas. Elegir es tener el poder de agregar a las opciones tu opción, y si la que vos querés no existe, tener la posibilidad de crearla. Y, sobre todo, nunca quisiste B. Querés A.

Ves casos como este en tu vida diaria?

Video

Search for meaning – Victor Frankl

“When we treat man as he is, we make him worse than he is; when we treat him as if he already were what he potentially could be, we make him what he should be.” GOETHE

“Cuando tratamos al ser humano como es, lo hacemos peor de lo que es; cuando lo tratamos como si ya fuera lo que potencialmente podría ser, lo convertimos en lo que él puede ser” Goethe

Quote

We can’t change…what we don’t notice

darse cuentaWe can’t change what we don’t notice:

“The range of what we think and do is limited by what we fail to notice, and because we fail to notice that we fail to notice, there is little we can do to change until we notice how failing to notice shapes our  thoughts and deeds “

No podemos cambiar lo que no nos damos cuenta: 

“Lo que pensamos y hacemos está limitado por lo que no nos damos cuenta y dado que no nos damos cuenta que no nos damos cuenta, es lo que podemos hacer para cambiar hasta que nos demos cuenta de que no darnos cuenta determina lo que pensamos y hacemos.”

Daniel Goleman

Thank you Fernando. / Gracias Fernando

Quote

Doing more with less – Haciendo más con menos

Have you heard about it?  It seems to be the new mandate in the organisational world.  The first reaction – at least my first reaction – is frustration and stress. Come on! More? with less?

Thanks God we are always choosing and we have the possibility to choose. So remember: we can choose and in fact we are always choosing.

I choose to relate it with the notion of challenge.  Talent, greatness, caracter all the best things and caractheristics of human beings find the best context to bright in times of adversity.

So, let’s take it as a challenge to express our essence, who we are.

Come on!  so let me replace it for BEING MORE with less.  Let’s take adversity as our opportunity to practice and awake our real inner being. Who we are…

Have a nice day!

Lo escuchaste? Parece ser el nuevo mandato en el muno organizacional. La primera reacción – al menos mi primer reacción – es fustración y estrés. Vamos! Más? con menos?

Elijo relacionarlo con la noción de desafío. El talento, la grandeza, el carácter …todas las mejores cosas y características de los seres humanos encuentran su mejor contexto para brillar en tiempos de adversidad.

Así que, tomémoslo como un desafío para expresar nuestra esencia, quienes somos.

Vamos! dejame que lo reemplace con SER MAS con menos.  Tomemos la adversidad como nuestra oportuniad para practicar y despertar nuestro real ser. Quienes somos…

Que tengas lindo día!

 

Who is responsible for leadership? Quién es responsable del liderazgo?

Image

In conclusion, we should constantly remind ourselves that the future doesn’t happen ‘out there’ and the future isn’t a problem to be solved or a ‘fixed’ reality waiting for us to arrive. The future is always a possibility and when it arrives it will always be a function of our individual and collective actions…today.

Whether we are waiting for a great leader, aspiring to being leaders ourselves or simply seeing leadership as missing in our current circumstances — our choice is whether we participate and be responsible for bringing leadership into existence or whether we wait and watch and assume that someone else is responsible.

If we choose not to be responsible, then we are powerless and may end up with a future we do not want. On the other hand if we can be responsible and participate in creating the future then as Mahatma Gandhi said, we are “being the change we wish to see”…. We are being responsible for leadership and working together to transform our difficult circumstances into the raw material with which to create a future worthy of who we are and what we stand for.

En conclusión, debemos recordar constantemente que el futuro no ocurre “allá afuera” y el futuro no es un problema que hay que resolver o una realidad “fija” que nos está esperando.  El futuro es siempre una posibilidad y cuando llega siempre será una función de nuestras acciones  individuales y colectivas
… hoy. Ya sea que esperemos un gran líder, aspiremos a ser líderes nosotros mismos o simplemente estemos mirando el liderazgo  que falta en nuestras circunstancias actuales – nuestra elección es si participamos y somos responsable de llevar el liderazgo en la existencia o esperamos y asumimos que alguien más es responsable.

Si optamos por no ser responsables, entonces no tenemos poder y terminaremos con un futuro que no queremos. Por otra parte, si podemos ser responsables y participar en la creación del futuro entonces como Mahatma Gandhi dijo que estamos “ser el cambio que deseamos ver” ….

Estamos siendo responsable de la dirección y de trabajo en conjunto para transformar nuestras circunstancias difíciles en la materia prima con para crear un futuro más digno de quienes somos y lo que representamos”

Who is responsible for Leadership” – Jim Selman

Our work as HR – Nuestro trabajo como Recursos Humanos

Image credit: “love Don’t live here anymore…” – © 2009 Robb North – made available under Attribution 2.0 Generic

Our work: keImageep the love living in our organisations, keep our people awake and living while working, sharing life, being aware of that everything we do touch other lifes directly or indirectly, what a best meaning for us to work? Let’s work for organizations with triple bottom line: People, Profit, Planet, and allow the love to enter again in the home.

Nuestro trabajo, mantener el amor viviendo en nuestras organizaciones, mantener nuestra gente viviendo en nuestras organizaciones, mantener nuestra gente despierta y viviendo mientras trabaja, compartiendo vida, estando concientes que todo lo que nosotros hacemos toca la vida de otros directa o indirectamente, que mejor sentido para nuestro trabajo? Trabajemos para organizaciones con el triple bottom line: Gente, planeta, ganancias. Y permitamos al amor entrar de nuevo a casa……

What do you think? Qué pensás?

Being

Vacation’s time, doing nothing, emptiness as revelation

let’s be free

let’s be free of what shapes me

shapes my sights

shapes my thoughts

shapes what is or not possible

shapes my whole life if I allow it.

we are not our sights

we are not our thoughts

we are not our believes of what’s or not possib le

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We already Are & We are coming into being

We are an indivisible glint of God

Principles of Spiritual Leadership

From “Getting into Action Materials” The Pachamama

Imageas we enter the third millennium, we are urgently called to action in two distinct capacities: to serve as hospice workers to a dying culture, and to serve as midwives to an emerging culture. These two tasks are required simultaneously; they call upon us to move through the world with an open heart-meaning we are present for the grief and the pain-as we experiment with new visions and forms for the future. Both are needed. The key is to root our actions in both intelligence and compassion-a balance of head and heart that combines the finest human qualities in our leadership for cultural transformation.

The first principle is that the motivation underlying our activism for social change must be transformed from anger and despair to compassion and love. This is a major challenge for the environmental movement, for example. This is not to deny the legitimacy of noble anger or outrage at injustice of any kind. Rather, we seek to work for love, rather than against evil. We need to adopt compassion and love as our foundational intention, and do whatever inner work is required to implement this intention. Even if our outer actions remain the same, there is a major difference in results if our underlying intention supports love rather than defeating evil. The Dalai Lama says, “A positive future can never emerge from the mind of anger and despair.”

The second principle is a classical spiritual tenet, though challenging to practice. It is the principle of non-attachment to outcome. To the extent that we are attached to the results of our work, we rise and fall with our success and failures, which is a path to burnout. Failures are inevitable, and successes are not the deepest purpose of our work. This requires a deepening of faith in the intrinsic value of our work-beyond the concrete results. To the extent that our actions are rooted in pure intention, they have a reverberation far beyond the concrete results of the actions themselves.

In our workshops, we have had several environmental leaders react strongly to this principle. As one lawyer put it, “How can I possibly go into court and not be attached to the outcome? You bet I care who wins and who loses! If I am not attached to the outcome, I’ll just get bulldozed!” His words underscore the poignant challenge of implementing these principles in practice. Yet he keeps coming back to our retreats, and he actively seeks ways to love his adversaries. He acknowledged that although it is difficult to love some of his adversaries, one way he can do it is to love them for creating the opportunity for him to become a strong voice for truth and protection of the natural environment.

The third principle is that your integrity is your protection. The idea here is that if your work has integrity, that will tend to protect you from negative circumstances. For example, there are practices for making yourself invisible to the negative energy that comes toward you in adversarial situations. It’s a kind of psychic aikido, where you internally step out of the way of negative energy, and you make yourself energetically transparent so it passes right through you. But this only works if your work is rooted in integrity.

The fourth principle is related: the need for unified integrity in both means and ends. Integrity in means cultivates integrity in the fruit of one’s work; you cannot achieve a noble goal using ignoble means. Some participants in our workshops engage regularly in political debates, testimony, and hearings. We have them experimenting with consciousness techniques for transmuting challenging energy into compassion and love-right there in the hearing room. Early indications are that this is helpful in defusing charged psychological situations, and reducing tension in heated debates.

The fifth principle is don’t demonize your adversaries. People respond to arrogance with their own arrogance, which leads to polarization. The ideal is to constantly entertain alternative points of view so that you move from arrogance to inquiry, and you then have no need to demonize your opponents. This is hard to do, as we often feel very certain about what we think we know, and the injustices we see. As John Stewart Mill said, “In all forms of human debate, both parties tend to be correct in what they affirm, and wrong in what they deny.” Going into an adversarial situation we can be aware of the correctness of what we are affirming, but there is usually a kernel of truth in what is being affirmed by our opponent-however small. We need to be especially mindful about what we deny, because it is often where our blind spots will be.

The sixth principle is to love thy enemy. Or if you can’t do that, at least have compassion for them. This means moving from an ‘us-them’ consciousness to a ‘we’ consciousness. It means recognizing that I am the logger: when I write these principles of spiritual activism and publish them in this newsletter, I give the command to the logger to fell the trees, to produce the pulp, to produce this paper so that I can publish these spiritual principles about how best to save the trees. It is seeing the full circle of our interconnected complicity, and discovering all the problems of humanity in our own hearts and our own lives. We are not exempt and we are not different. The ‘them’ that we talk about is also us. The practice of loving our adversaries is obviously challenging in situations with people whose views and methodologies are radically opposed to ours, but that is where the real growth occurs.

The seventh and eighth principles are a bit contradictory.

 The seventh is that your work is for the world rather than for you. We serve on behalf of others and not for our own satisfaction or benefit. We’re sowing seeds for a cherished vision to become a future reality, and our fulfillment comes from the privilege of being able to do this work. This is the traditional understanding of selfless service.

But then the eighth principle is that selfless service is a myth. Because in truly serving others, we are also served. In giving we receive. This is important to recognize as well, so we don’t fall into the trap of pretentious service to others’ needs and develop a false sense of selflessness or martyrdom.

The ninth principle is: do not insulate yourself from the pain of the world. We must allow our hearts to be broken-broken open-by the pain of the world. As that happens, as we let that pain in, we become the vehicles for transformation. If we block the pain, we are actually preventing our own participation in the world’s attempt to heal itself. As we allow our hearts to break open, the pain that comes is the medicine by which the Earth heals itself, and we become the agents of that healing. This is a vital principle that is quite alien to our usual Western ways of thinking.

The tenth principle is: what you attend to, you become. If you constantly attend to battles, you become embattled. On the other hand, if you constantly give love, you become loving. We must choose wisely what we attend to, because it shapes and defines us deeply.

The eleventh principle is to rely on faith. This is not some Pollyanna-ish naivete, as many “realists” would interpret it. Rather it entails cultivating a deep trust in the unknown, recognizing the presence of “higher” or “divine” forces at work that we can trust completely without knowing their precise agendas or workings. It means invoking something beyond the traditional scientific world view. It implies that there are invisible forces that we can draw upon and engage, firstly by knowing they are there; secondly, by asking or yearning for them to support us-or more precisely, asking them to allow us to serve on their behalf. Faith is understood not as blind adherence to any set of beliefs, but as a knowing from experience and intuition about intrinsic universal principles beyond our direct observation, and relying upon these principles, whatever they are, to support us in creating what we aspire to create. This actually brings great relief when we realize it really isn’t up to us to figure out all the steps to manifest our unfolding vision, because we are participants in a larger cosmic will. Nevertheless, it is our job to discover what our unique gift is-our unique role-and for each person to give their gift as skilfully and generously as possible, while trusting that the rest will all work itself out.

Finally, the twelfth principle is that love creates the form. As Stephen Levine says, “The heart crosses the abyss that the mind creates.” It is the mind that gives rise to the apparent fragmentation of the world, while the heart can operate at depths unknown to the mind. So, if we begin imagining with our hearts, and work from a place of yearning as well as thinking, then we develop an unprecedented effectiveness that is beyond our normal ways of understanding because it doesn’t have to do with thinking. When we bring the fullness of our humanity to our leadership, we can be far more effective in creating the future we want.

 

VISION

 VISION – Declared in March 2006 – in a coaching process with Jim Selman

I participate in creation and implementation of the next best practices in Human Resources , starting by the commitment as a way of being in the world, in such way that these new practices enable a better world for everybody.

Participo en la creación e implementación de las siguientes mejores prácticas en Recursos Humanos, partiendo del compromiso como modo de ser en el mundo, de modo que estas nuevas prácticas hacen posible un mundo mejor para todos

Reflexionando

broteHoy reflexiono y viene desde hace unos días, años….las teorías que usamos y aplicamos en las organizaciones ya están caducas y aquí estamos nosotros, aprendiendo cómo aplicarlas mejor y compartiendo entre los colegas qué “mejores prácticas” utilizamos para replicarlas…pero quién generará las prácticas emergentes, las nuevas, las necesarias para este momento si no somos nosotros??.

Quien se ocupará, si no somos nosotros, de cuestionar y proponer nuevas respuestas?

Quien inventará el futuro?? qué futuro nos está usando??

I am reflecting today and comes from a few days ago, years .the theories we use and apply in organizations are already outdated and here we are, learning how to apply them better and sharing among colleagues what “best practices” used to replicate them… but who will generate emerging practices, the new ones, the needed for this moment if not us ??

Who will take care, if not us, to question and propose new answers?

Who will invent the future ?? What future is using us ??

Being our commitments – Siendo nuestros compromisos

diosMy main learning and the most transformational one for my life was about commitment.  It changed completely my mindset regarding what is or not possible.  And it changed my life.

In Jim Selman words:

How do we feel prepare to do “x” without being a master in “x”?

We tend to think we have to know something to do something.  Jim Selman explain that “We need to commit before we prepare”. Live our commitments and then learn from what’s not working . Being our commitments, we can now change all moments in where we are not able to do what we want to do into opportunities to change .  In that way we can be in charge of ourselves.  Being our commitments.”

Let me share you a video with Jim Selman in Conversations among masters 2012 explaining it here

” Until one is committed, there is hesitancy, the chance to draw back, always ineffectiveness. Concerning all acts of initiative (and creation), there is one elementary truth the ignorance of which kills countless ideas and splendid plans: that the moment one definitely commits oneself, then providence moves too. A whole stream of events issues from the decision, raising in one’s favor all manner of unforeseen incidents, meetings and material assistance, which no man could have dreamt would have come his way. I learned a deep respect for one of Goethe’s couplets. Whatever you can do or dream you can, begin it.  Boldness has genius, power and magic in it!”” Murray’s The Scottish Himalayan Expedition (1951)

Mi aprendizaje principal y el más transformador para mi vida fue en relación al compromiso. Cambió completamente mi mentalidad con respecto a lo que es o no posible. Y cambió mi vida.

En palabras de Jim Selman:

¿Cómo podemos sentirnos preparados para hacer “x” sin tener maestría en “x”?

Tendemos a pensar que tenemos que saber algo de hacerlo. Jim Selman explica que “Debemos comprometernos antes de prepararnos”. Vivir nuestros compromisos y aprender de lo que no funciona. Siendo nuestros compromisos, ahora podemos cambiar todos los momentos en los que no somos capaces de hacer lo que queremos hacer en oportunidades para el cambio. De esa manera, podemos estar a cargo de nosotros mismos. Siendo nuestros compromisos.

Permítanme compartirles un video de Jim Selman en Conversaciones entre Masters 2012 explicándolo aquí.

. “Hasta que uno se compromete, hay vacilación, la posibilidad de retroceder, la ineficacia. En todos los actos de iniciativa (y creación), hay una verdad fundamental más poderosa que innumerables ideas y planes espléndidos: en el momento en que uno definitivamente se compromete a sí mismo, entonces la providencia se mueve también. A partir de la decisión, una corriente entera de acontecimientos comienzan a ocurrir, y empiezan a salir al paso a favor de uno toda clase de incidentes imprevistos,  encuentros y ayuda material que ningún hombre podría haber soñado. Aprendí a respetar profundamente las palabras de Goethe:  Cualquier cosa que puedas hacer o sueñas que puedes hacer, comienza.  la audacia tiene genio, poder y magia” Murray The Scottish Expedición Himalaya (1951)

 SI o NO.
SI o NO.

Thanks Jim. Gracias Jim

Circumstances? – Circunstancias?

The point is that we don’t know what the circumstances ARE we just know what we are perceiving or seeing.

As I said here we are always being used by a context.  We don’t know how circumstances are, we just know what we are seeing there.

We are observers of the world and the way we observe shape the world each of us live in.

Access to change: Body, Emotions, Actions, Language, Spirit. We are CO-CREATORs with GOD. We are always CREATING REALITY.

diosEl tema es que no sabemos cómo son las circunstancias, sólo sabemos lo que percibimos o vemos.  Como dije antes  siempre estamos siendo utilizada por un contexto. No sabemos cómo son las circunstancias, solo sabemos lo que nosotros estamos viendo. Mirá un ejemplo aquí y aquí.

Somos observadores del mundo y la manera que lo observamos modela el mundo en el cual cada uno de nosotros vive.

Accesos para el cambio: cuerpo, emociones, acciones, lenguaje, espíritu. Somos co-creadores con Dios. Siempre estamos creando la realidad.

Circumstances? Circunstancias?