Philosophical & Scientific Foundation
Our work lies at the intersection of cutting edge science and ancient wisdom traditions
Modern management science and ancient wisdom traditions recognize a certain state consistent among those who operate at high potential. These people tend to lead meaningful and fulfilling lives, create significant impact and have the ability to do all of this while remaining centered, irrespective of the circumstances they encounter.
When the Human Spirit is ignited, peak performance inevitably follows
In the realm of sports, music and arts we have known this for a long time. Acquiring more skills can only take us so far. Getting to Peak Performance however also requires doing the inner work of shifting mindsets, addressing our limiting beliefs and learning to manage the EGO. Now is the time to bring this same thinking into the world of organizations. Since the late 2000s, we have taken on the challenge to create a holistic model that will inform and help drive greater levels of Human Potential realization among individuals and organizations. The Human Model (“House” diagram below) is the product of that effort.
The origins of the 4 BEING States and 23 Dimensions in this diagram can be traced to the following sources;
- Sujith’s research on the States and Attitudes exhibited by four of the most inspirational leaders of our time ( Martin Luther King, Nelson Mandela, M. K. Gandhi and Abraham Lincoln). In his book, THE BEING LEADER, Sujith discovered that it was not a set of skills or capabilities that made leaders legendary, instead it was a certain ‘inner state’ that made them so. The Being Leaders go beyond the ‘Doing’ to master the realm of true ‘Being’. This realm is one of great personal mastery and self-authorship, a very high level of self-awareness and a life expressing their highest ideals each day
- Modern science is coming to the same conclusions: so called flow States are defined as an optimal state of consciousness where we feel our best and we perform our best. Science is showing us that instead of working harder and faster, the brain actually slows down thanks to what’s called transient hypofrontality.
For more on this fascinating research: http://www.flowgenomeproject.com/, http://www.mckinsey.com/business-functions/organization/our-insights/increasing-the-meaning-quotient-of-work, https://www.ted.com/talks/mihaly_csikszentmihalyi_on_flow