BITÁCORA LFM – ABRIL 2017

 

En LFM estamos comprometidos con generar las nuevas prácticas que generarán un MUNDO POSIBLE PARA TODOS. Y lo vemos posible y en ello encontramos SENTIDO, y FLORECEMOS y Somos LÍDERES.

20170411_094657.jpgEstuvimos en el Foro Anual de Mercer. El motto del encuentro era “Sentí el impacto” y el formato cambió totalmente, ya no tantos números y presentaciones sino más bien experiencial. La invitación era a vivir el Mercer Journey desde experiencias cortas, lúdicas o virtuales Las actividades y presentaciones dirigidas a crear conciencia sobre crear y facilitar contextos que seteen condiciones de posibilidad para que las personas tengan y sientan experiencias, aludía un presentador a la metáfora del jardín y florecer humano. 

Congreso Felicidad con por invitación de nuestra amiga Laura Isanta .

image_a60d651d-2185-4c69-96ca-775f668a34c520170430_175611.jpgEl primer insight es que ahora se habla de esto en las organizaciones. La perla de la tarde fue en mi escucha ” Abrir espacios para que los seres humanos conversen”.  

Mismo día, a la tarde, UCES Filosofía – Historia Antigua: Epicuro. Todos los seres humanos deberíamos filosofar porque el fin de la filosofía es la felicidad. Para Epicuro se llega a la felicidad a través de la ausencia de dolor. Y el dolor es causado por creencias falsas. CONTINUARÁ

72be37e1-452b-43ac-83c8-3fea87839f21UDESA RESERVATE EL DIA: MAYO 6 a la Mañana, en el Campus de Universidad San Andrés, Encuentro ABIERTO A LA COMUNIDAD y GRATUITO – Encuentro de género y liderazgo, nos invitaron a estar en el panel con otras 4 graduadas. No lo mires de afuera, vení, participá, sumate! TE ESPERAMOS!

ANOTATE entrando en ESTE LINK! Género y Liderazgo – UDESA – 6 de Mayo 2017

En el medio cumple años y escapadita con encuentro sorpresa con amigos

AACOP Comité de Calidad – CARE. JORNADA de entrenamiento, representando las Direcciones Ejecutivas de Relaciones Institucionales y Proyectos Institucionales. SER PARTE DE ALGO MÁS GRANDE QUE NOSOTROS MISMOS. APRENDER. CONTRIBUIR. DISFRUTAR. GRACIAS! 

 

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“Solos vamos más rápido pero juntos vamos más lejos.”

“Siempre primero la persona y luego la tarea.

Y el Jaka.

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Libro: anaclets de Confucio. Y las cinco relaciones.

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IEI Instituto Estudios Integrales reunión con el equipo de formadores con cena hecha amorosamente por Laura y el amoroso liderazgo de Ray Dalton .Acá foto de cierre de año

LFM COACHING – Nuestro consultorio donde damos sesiones de coaching 1:1, en Malabia y Güemes – Palermo

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La felicidad es el viaje. Es conectar con tu esencia y vivir. La felicidad es poder observar que no somos nuestros pensamientos, reconocerlos y aceptarlos haciendo como Dumbledore le enseña a Harry Potter: sacándolos de nuestra cabeza, ponerlos en un  recipiente que llama “pensadero” y observarlos.

Y saber que nuestras interpretaciones son en función de nuestro compromiso. Y que no son la única verdad revelada, son nuestras interpretaciones. Hay una teoría que dice que siempre estamos siendo usados por un contexto. Y otra que dice que siempre podemos elegir.

thzk35c5t3Y a vos, que contexto te está usando?

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 ! 

 

 

NO SE – I DON’T KNOW

Hola gente querida, estamos acá en Mar de las Pampas descansando y como siempre trabajamos de quienes somos – trabajando también al tiempo que somos. Coaching es una disciplina emergente que surge en respuesta a los nuevos tiempos que vive la humanidad, tiempos de volatilidad, incertidumbre, complejidad y ambigüedad. Navegamos y vivimos en este mundo con las viejas recetas, las que aprendimos y nos enseñaron. Y no obtenemos los mismos resultados, porque el mundo cambió. Pero no nos permitimos decir que no sabemos! No nos permitimos decir que estamos confundidos! No nos permitimos decir y  aceptar que no podemos lograr lo que queremos!! Mejor miramos para otro lado y seguimos poniendo mucho esfuerzo y dedicación en seguir usando el martillo que sabemos como se usa, y le damos con más y más fuerza. Y después no resulta y sale todo mal. Pero tenemos una gran excusa…intentamos mucho! Hicimos lo mejor que pudimos!! . Acá es donde se requiere la Humildad Ontológica. La maravillosa puerta del NO SE. Cómo vas a lograrlo? NO SE!!!!!! Cuando la decimos, tenemos la mitad de la respuesta. Hoy se celebra el día de la felicidad internacional. Qué felices seríamos todos si fuésemos más humildes y aprendiéramos a decir NO SE. Qué te parece? Contanos que nos importa. Vos  sos parte de  la Comunidad LFM: Entre todos, florecemos!

Hello dear people, we are here in Mar de las Pampas resting and as always work of who we are – while also working we are. Coaching is an emerging discipline that new times humanity lives, times of volatility, uncertainty, complexity and ambiguity arises in response. We navegate and live in this world with the old recipes, we learned and taught. And do not get the same results, because the world has changed. But we don’t let ourselves to say we do not know! we don’t let ourselves to say that we are confused! we don’t let ourselves to say and to accept that we can not achieve what we want !! Best look the other way and we continue to put a lot of effort and dedication to continue using the hammer we know as used, and give more and more strength. And then it does not work and everything  goes bad. But we have a great excuse.. we tried a lot! We did the best we could !! What do you want me to do! I did the best I could !! … Here is when it is required the Ontological humility. Wonderful I DONT KNOW gate. How are you going to do? I DONT KNOW!!!!!! When this is said, we have half the answer. Today is the international day of happiness. How happy we would be if we were all more humble and learn to say I don’t know. What do you think?  Tell us that we care…. you’re part of LFM Community: Together, we flourish!

Fracaso – Failure

El semestre pasado fallé con la materia que más me gustaba de la Carrera que me estoy dando el gusto de hacer después de casi 30 años…la que siempre había querido.

Primero me dió vergüenza, después lo negué, después me odié, después me calmé y lo acepté, después me empezó a cambiar la emoción cuando noté que en este dominio soy aprendiz.

Quizás por eso mismo me cuesta,  es un mundo ajeno, totalmente ajeno….Me cuesta. Fallo. No sé. Me siento incómoda y tonta. Y digo

Me rindo!!!
Me rindo!!!!!

Aqui todo me toma tiempo, un proceso de transformación auténtico, costoso, difícil, y bello

Sigamos “la sugerencia de Wittgenstein que escribió ” EL SALUDO ENTRE FILOSOFOS DEBERIA SER: DATE TIEMPO”

LFM
FAILURE? FRACASO?

Last semester I failed with stuff that I liked the carrer I’m giving myself the pleasure of making after almost 30 years … what I  had always wanted.

First I was ashamed, then denied it, then hated me, after I calmed down and accepted it, then I started the emotions change when I noticed that in this domine I am a beginner. 

Perhaps because of it, it  costs me, I do not understand, it’s an alien  world …. I can not. I do not know. I feel awkward and silly and I surrender.

It takes me time, a real process, expensive, difficult transformation, and it is beautiful.

Let’s follow..” the suggestion of Ludwig Wittgenstein, who wrote in Vermischte Bemerkungen, “The greeting among philosophers should be ‘Take your time’,”

tiempo

De “Mi” a “Nosotros” – From ME to WE

Do not feel alone, the whole Universe is within you
Do not feel alone, the whole Universe is within you

Somos Uno. We are One.

Aunque nos percibamos como separados, somos Uno. Even if we perceive ourselves as separates, we are One.

Si aceptamos nuestra naturaleza de UNO entonces la vida es linda y fácil. Y lo que “nosotros” generamos es mucho más bello, completo y Bueno que lo que cada uno por separado puede alcanzar.

If we accept our nature of ONE then life is nice and easy.And what “WE” generate is much more nice, complete and Good that what each of us can achieve.

En cualquier organización o comunidad hay una oportunidad latente. Pasemos del ME al NOSOTROS. Pasemos. Creamos en el otro. Aceptemos lo que no podemos y no sabemos. Coordinemos acciones. Juntos es más lindo, mejor y más fácil.

In any organization or community there is a latent opportunity: To go from ME to WE. Let’s GO. Let’s trust in each other. Let’s accept what we can not and we don’t know. Let’s coordinate accions. Together is nicer, better and easier.

Y parte del nosotros es compartir el camino, compartir lo que vamos aprendiendo, aprender a aprender…y enseñar a aprender…transmitir lo que aprendimos a las generaciones siguientes, ser sociales en un planeta interconectado y global, y descubrir en cada uno cuales son nuestras capacidades únicas y particulares, desarrollarlas y ponerlas al servicio otros. 

And part of the WE is to share the journey, to share what we are learning, learn to learn..and teach to learn… transmite what we have learnt to the next generations, to be social in a interconnected and global planet and discover en each of us what are our unique and particular skills, develop them and put them to service others. 

y vos? encontraste tu “nosotros”? And you? Did you find your WE?

 

SAPERE AUDE!

JUANGOLDIN
Juan Goldin – Latin’s Teacher

SAPERE AUDE!!!

Time to study Latin – Tiempo de estudiar Latin. It’s quite complex. Es bastante complejo. And so lovely. Y tan encantador. And Funny. Y Divertido. Thanks JUAN GOLDIN!!!!!

SAPERE AUDE! / Atrévete a Saber! /Have the courage to use your own understanding!

IMMANUEL KANT 

Konigsberg in Prussia, 30th September, 1784.

Enlightenment is man’s emergence from his self-incurred immaturity. Immaturity is the inability to use one’s own understanding without the guidance of another.

La iluminación es el surgimiento del hombre de su auto-generada inmadurez. Es la imposibilidad de utilizar el propio entendimiento sin la guía de otro.

Philosophers? Filósofos?

filosofiaparaninioopAre you a Philosopher?

Sos un Filósofo? 

1) at least once you wonder how can something exist when before it didn’t exist or viceversa / al menos una vez te preguntaste cómo puede existir algo cuando antes no existía o viceversa

2) at least once you doubt if there is a mistake in your perceptions, or your experience and / al menos una vez dudaste si había un error en tus percepciones, o en tu experiencia

3) At least once you felt the anguish due to your finitude (you will die, and that’s for sure) / Al menos una vez sentiste angustia por tu finitud (te vas a morir, eso es seguro)

4) You communicate with other human beings. / Te comunicás con otros seres humanos.

Therefore you are a Philosopher. Por lo tanto sos un Filósofo.

Every human being is a Philosopher. Todo ser humano es un Filósofo. 

 

Give yourself permission – Date permiso!

Or – in other words – Stop asking for permission / o – en otras palabras –  dejá de pedir permiso.  What about if asking for permission were only an excuse for not doing it? Qué pasaría si pedir permiso fuera sólo una excusa para no hacerlo?

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The perfect excuse. La excusa perfecta.  When the trust is that we don’t dare. Cuando la verdad es que no nos atrevemos (As Séneca says in the picture – Cómo dice Séneca en la foto)

OFERTA DEL DIA – OFFER OF THE DAY:  Give Ourselves Permission To Be Our Best Version   / Darnos Permiso Para Ser Nuestra Mejor Versión

 

JORNADA FILOSOFIA UCES 2014 – Homenaje a un maestro: Ricardo Maliandi

Ayer fue la Jornada de UCES y homenaje a un maestro Ricardo Maliandi

Fue un día donde nos encontramos la comunidad de filósofos – maestro, discípulos y aprendices, a celebrar. Porque básicamente la jornada fue una fiesta.

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Celebramos entre otras cosas la generosidad de estas personas que vuelcan su saber y están comprometidas con mantener la llama encendida, la llamita. Y nos convocan a ser sus discípulos. Y acá, a este rol, a este servicio, a esta respuesta a la llamada venimos traidos de manos de la ALEGRIA. Porque eso se respira en los claustros de Filosofía UCES: ALEGRIA. Y desde ahí surge nuestro poder de accionar.

 

ALEGRIA, pasiones ALEGRES. Y Amor por la Filosofía. Y agradecimiento, mucho. Y de nuevo, alegría.

A continuación iremos compartiendo los take-away de la jornada y de nuestro viaje para convertirnos en lo que ya somos: FILOSOFOS.

Gracias Maestro Ricardo Maliandi por encender en nosotros la llamita y por su servicio e inspiración y legado. Como ud. dice el tiempo no pasa si se lo vive intensamente y haciendo lo que uno ama.

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Carlos Cullen en Jornada de Filosofía UCES

La virtud ciudadana es lograr disposición del carácter – aprender a elegir – hábito de elección = virtud

Derecho universal a la educación. Derecho universal a pensar libremente. Apertura a lo nuevo. Generar lo comun desde la diferencia y CON la diferencia NO A COSTA de las diferencias (detalle clave)

La vida es un relato en busca de un narrador. Nacemos siento dichos por otros y nos pasamos la vida buscando ser sujetos de la locución y no ser meramente dichos por otros

No se va a la facultad a consumir, se va a aprender

El tema está en resistir con inteligencia responsable.

Formarnos como sujetos abiertos a lo que acontece cuidando la alteridad, aumentando la potencia de actuar

Qué privilegio que hayamos coincidido en este espacio tiempo !

El mito de la caverna . Platon / Plato’s cave

Starting my journey in my postponed dream: study Philosophy, I’ve just finished reading “The Republic” by Plato complete.  My main takeaway is from Chapter VII, the Myth of the Cave, to realice that there are a lot of things that I only know its shadow and I didn’t know it.  And I see this as a door for multiple new possibilities… since it is the first time (I had already read it several times before) that I feel that I am the slave and not the free man.

Comenzando mi viaje hacia mi sueño postergado de estudiar filosofía, acabo de terminar de leer “La República” de Platón completa. Mi aprendizaje  principal surgió del Capitulo VII, el mito de la Caverna, darme cuenta de que hay muchas cosas de las que yo sólo conozco su sombra y no lo sabía. I veo esto como una puerta a múltiples nuevas posibilidades…porque es la primera vez  (ya lo había leído muchas veces) que soy el esclavo y no el hombre libre.

neo

No conozco el futuro. No vine a decirte como  va a terminar esto. Vine a decirte como va a empezar. Voy a colgar este telefono y despues le voy a mostrar a esta gente lo que vos no queres que les muestre. Les voy a mostrar un mundo sin vos. Un mundo sin reglas ni  controles, sin bordes ni barreras. Un mundo…donde todo es posible. NEO

 

What we don’k know we know – Lo que no sabemos que sabemos

We all have inside our community , enterprise, family , people with great and specific knowledge, experience, know-how. Let’s spread it. Let’s share it. Let’s give them voice. And space-time for them to share it with community.  We speak about competitive advantage and we think in something we don’t have or we don’t know. And the challenge is to be aware that we already are and we already know everything we need.   It’s just that we don’t know we know. Let it be. Share. Be community. Work out loud. New practice recommended: Sharing our knowledge in community.  Did you know?  You already are. We already are.

Todos tenemos dentro de nuestra comunidad, empresa, familia, personas con conocimientos específicos, experiencia, know-how. Difundámoslo. Compartámoslo. Demosle voz.  Y el espacio-tiempo para compartirlo con la comunidad. Hablamos acerca de la ventaja competitiva y pensamos en algo que no tenemos o que no sabemos. Y el reto es ser consciente de que ya somos y ya sabemos todo lo que necesitamos. Es sólo que no sabemos que sabemos. Permite que sea. Comparte. Sé comunidad. Trabaja en voz alta. Nueva práctica recomendada : compartamos nuestros  conocimientos en comunidad. Sabías? Ya eres. Ya somos. Image

Photo took from Genres: Christian & Gospel, Music Released: Jul 03, 2012 ℗ 2012 Charlie Hines & Jim Zartman

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Evolving to a b…

evolving-the-way-we-workEvolving to a better way of working, evolucionando hacia una mejor manera de trabajar

We are going to have next week a video conferece with John Stepper

The experience and the possibility itself brings joy to my life. It may sound silly but it is so powerful. We are always creating our future and therefore the future of who are with us, because we always influence in a direct or indirect way  in others, even when we don’t realize of it.

So be aware of the power of possibilities, like a play of opening doors and windows, create connectivity, give voice to people…well it’s just great . Thank you John!

 

La experiencia y la posibilidad en sí misma trae alegría a mi vida. Puede sonar tonto pero es muy poderoso. Siempre estamos creando nuestro futuro y por lo tanto el futuro de aquellos que están con nosotros, porque siempre influenciamos directa o indirectamente en otros, aún cuando no nos demos cuenta de ello.

Entonces estar conciente del podel de las posibilidades, como un juego de abrir puertas y ventanas, crear conectividad, dar voz a la gente…bueno, es simplemente genial! Gracias John!

 

 

 

The lost axe: Commitment – El eje perdido: Compromiso

Love-Commitment-Quotes-10

Talent management is based on two axes: Potential and performance. The model highlights the top talent with top performance evidence (based on past evidence).  The risk I saw so far was: What happens in this model with those who are pillars of the organizations? Or do we do with people who have a lot of talent but has good performance? WHAT are we doing wrong from the management?
Yesterday I wondered: is that this model is obsolete? At least incomplete.
In contexts of increasing complexity and uncertainty, and increasing restrictions is now more imperative than ever to add an axis to the model, the fundamental axis: Commitment.

interes y compromiso

Talent Management se basa en dos ejes: Potencial y performance. El modelo resalta a los top talent con evidencia de top perfomance (basado en evidencias pasadas). El riesgo que veía hasta ahora era: Qué pasa en este modelo con quienes son pilares de las organizaciones? O qué hacemos con la gente que tiene mucho talento pero no tiene buen performance? QUé estamos haciendo mal desde el management?
Ayer me preguntaba: será que este modelo ya es obsoleto? Al menos está incompleto.
En contextos de creciente complejidad e incertidumbre, y cada vez más restricciones es ahora más que nunca imperioso agregar un eje al modelo, el eje fundamental: Compromiso. 

Quote

No conseguirás …

rosaNo conseguirás que maduren las rosas por mucho que tires de sus pétalos: crecen de adentro hacia afuera

You will not get roses grow as pulling its petals: they grow from the inside out

Ya no me acuerdo – I can’t remember …

To my father in the labor day.  A mi papá en el día del trabajador.

Ya no me536994_494865390556353_25064190_n acuerdo… cómo era estar juntos o compartir la vida, qué decías del trabajo, qué me enseñaste, qué esperabas de mi….no recuerdo el tono de tu voz, no recuerdo tus manos, tu paso, tu entrega.

…”Pero haciendo un gran esfuerzo veo tu mirada en cada espejo…” en cada persona con quien todos los días trabajo, en cada papel que toco, en cada proyecto en cada sueño en cada aprendizaje veo tus ojos, veo tu sonrisa, veo tu latir y tu vuelo…..

Yo que culpa tengo si ya no me acuerdo…..pero haciendo un gran esfuerzo veo tu mirada en cada nuevo desafío, compromiso o sueño…en cada posibilidad….y se vuelve a producir ese encuentro tan efímero y tan eterno. ..

Ya no me acuerdo…

 

 

I can not remember … how it was to be together and share life, what you said re work,  what you taught me, what did you expect me …. I don’t remember the tone of your voice, do not remember your hands, your pace, your delivery.

… “But working hard I see your look in every mirror …” in each person I work every day, in every role I play in each project in each learning every dream I see your eyes, I see your smile, I see your beating and your flight …..

What blame I have if I do not remember ….. but working hard I see you look at each new challenge, commitment or dream… every possibility …. and re-produce that meeting as ephemeral and as eternal. ..

I can’t remember ….

Don’t worry , what is true never ends. Feliz día del trabajador – Happy Labor Day

Thank you Estopa – Gracias Estopa

Leading Change

When we receive negative feedback we can turn the observer we are from victim to protagonist and change the wording from “negative feedback” to “window of opportunity”. As the guru Dr. John Kotter says “To successfully react to windows of opportunity, regardless of the focus — innovation, growth, culture, cost structure, technology — a new methodology of change leadership is required.

Dr. Kotter has proven over his years of research that following The 8-Step Process for Leading Change will help organizations succeed in an ever-changing world.

We studied many cases with Dr. Bertagnini at Saint Andrew University and in fact this is one of my take-aways. One of the cases were about a woman who was able to achieve what appeared as IM-POSSIBLE.

Step 1: Establishing a Sense of Urgency – ESTABLECER UN SENTIDO DE URGENCIA

Help others see the need for change and they will be convinced of the importance of acting immediately.

Step 2: Creating the Guiding Coalition – CREAR UNA COALICION de LIDERES GUIAS

Assemble a group with enough power to lead the change effort, and encourage the group to work as a team.

Step 3: Developing a Change Vision DESARROLLAR LA VISION

Create a vision to help direct the change effort, and develop strategies for achieving that vision.

Step 4: Communicating the Vision for Buy-in COMUNICAR LA VISION PARA QUE LA “COMPREN”

Make sure as many as possible understand and accept the vision and the strategy

Step 5: Empowering Broad-based Action – HABILITAR ACCIONES

Remove obstacles to change, change systems or structures that seriously undermine the vision, and encourage risk-taking and nontraditional ideas, activities, and actions

Step 6: Generating Short-term Wins GENERAR EXITOS EN EL CORTO PLAZO

Plan for achievements that can easily be made visible, follow-through with those achievements and recognize and reward employees who were involved.

Step 7: Never Letting Up – NO DETENERSE

Use increased credibility to change systems, structures, and policies that don’t fit the vision, also hire, promote, and develop employees who can implement the vision, and finally reinvigorate the process with new projects, themes, and change agents.

Step 8: Incorporating Changes into the Culture INCORPORAR LOS CAMBIOS EN LA CULTURA, ASEGURAR DESARROLLOS DE LIDERES Y CUADROS DE SUCESION

Articulate the connections between the new behaviors and organizational success, and develop the means to ensure leadership development and succession.

We live in times where the negative feedback is everywhere….Let’s observe them as a “window for opportunity” . Choose one and focus on it. And be the leader of change. Each of us, whenever we are, that’s the right place-space-time to start. Wherever we are, Let’s BE the change WE want to see in the world (Gandhi)

When we write…Cuando escribimos…

When we write…cuando escribo 02

By writing we can connect inside the dots and get to conclusions, or understand something we couldn’t understand before, or discover the pattern behind something and realize of better ways to approach it. It’s an experience that increase awareness and also facilitate share knowledge globally without restrictions, meet new people in real time and also know what is going on in real time, make explicit what is tacit and keep ourselves in a positive continue cycle or learning and creation. And also we find meaning and joy. and we built community.

Do you join us?

Escribiendo  podemos conectar dentro nuesto los puntos y llegar a conclusiones, o entender algo que no podíamos entender antes, o descubrir el patrón detrás de algo y darnos cuenta de mejores formas de abordarla. Es una experiencia que aumentan la conciencia y facilita compartir conocimientos a nivel mundial, sin restricciones, conocer gente nueva en tiempo real y también saber lo que está sucediendo en tiempo real, hacer explícito lo que es tácito y mantenernos en un ciclo continue positivo de aprendizaje y creación. Y también encontramos sentido y alegría. y construimos comunidad.

¿Te unis?

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.