Redefine authority. Don't outsource your power.

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Redefine authority. Don’t outsource yours.

We have an authority problem. Mostly, that we’ve outsourced our own inner authority to external “experts” and “authorities.”

Doctors.

Politicians.

Clergy.

Bosses.

Data.

I’m not suggesting that people in these roles are not helpful or good at what they do. (I’m also not suggesting that they ALL are.) I believe in expertise, experience, wisdom, and learning from others.

The problem is, somewhere along the way expertise became tangled up in systems of dominance. Authority became something externalized, something we were commanded to “look up” to. It became hierarchical—and worse, substitutional. It was meant to supplant our own self-knowledge

When that happens, and when we don’t develop our own inner authority—our own self-knowledge, intuition, and agency—we get exploited and manipulated.

It’s time to make ourselves the authority—literally, the authors—of our own lives. We have agency, intuition and instinct to develop self-awareness and self-knowledge. We can collect our own experiential data about what happens when we live life—just by paying attention to our intuition, instinct, and the world around us.

When we develop a strong compass based on our own integrity and self-knowledge—and ADD that to the knowledge of experts, rather than suppressing our own inner expertise in order to elevate someone else’s knowledge—that’s when we can evolve the conversation. Create better outcomes. Create healthier lives.

Don’t outsource your own authority. Write your own life; others can be contributing editors, but you get to author the plot. Write what you know: yourself.

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What’s one way to develop your inner authority? Add your intuition to your intellect.

The Age of Reason has had a good run. 

Reason is good. Reason created some elegant methods for pursuing knowledge. We’ve solved some problems. We’ve discovered so much.

How’s that working out for us? Are we happier, healthier, more in love with life?

For many of us, there’s still something missing.

The Age of Intuition is re-emerging.

True to character, it has been gestating in the murky nether-regions of our soil and psyches, crafting an underground network of connection, meaning, and love as we’ve flailed above, trying not to need all of those things that aren’t susceptible to the slick schtick of reason.

We’ve become experts at consuming knowledge—it is more available to us than ever, we can consume it more quickly than ever.

But… then what?

When we add intuition to intellect, we’re using a broader spectrum of knowledge. Knowledge can grow into the fullness of wisdom.

Intuition IS knowledge.

It’s just a different pathway for acquiring knowledge than the singular cerebral way we’ve been taught over the past few hundred years.

Intuition is thinking differently—not thinking ABOUT things differently (though this will be a likely outcome), but literally using a different mechanism for thinking: intuition.

Interestingly, intuition is not behind a paywall.

Intuition is freely available to all.

Intuition gathers its own data, and still manages to be evidence-based.

Intuition bypasses “authority.”

Which is exactly why it has been maligned and relegated to the world of woo—it’s basically free power. 

Intuition isn’t going to fix all of your problems. But it will add depth to your knowledge, and help turn it into wisdom.

Intuition will help you understand yourself more deeply. It will help you understand others more fully.

Intuition will help you see the patterns that connect your personal experience to the world at large—and beyond.

Adding intuition to intellect is how we find our way back to healthy humanity—deep humans, deep connection, for a healthy planet, for all.

Why strategy is a leader’s best friend

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JUST. ARTICULATE. A. STRATEGY!!!!!

If I could name the biggest factor leading to inefficient use of resources, overwork, de-motivation, and burnout that I witnessed and experienced over the course of my own 30-year career, it would be this:

Lack of clearly articulated strategy.

It’s the elephant in the room no one seems to want to acknowledge in the quest for increasing productivity and returns.

I’m all for growth, moving fast, experimentation, trying new ideas, getting creative—at the right point along the journey.

At some point, you need to pick something, stick with it, develop an elegant, integrated strategy to implement it—and then communicate it widely, clearly, and repeatedly, while also devoting resources to it.

I can’t tell you the number of times I’ve operated without either an articulated strategy or any resources devoted to it—and it’s a constant source of frustration (and conversation) for my clients.

Lack of strategy leads to de-motivation and burnout because without strategy, we don’t know where to place our concerted efforts in order to work towards success.

Without a coherent strategy as our orientation point, we end up expending energy everywhere, which dilutes the impact of our efforts.

Then, because our efforts aren’t focused on a strategy that gets us somewhere, they aren’t rewarded. We’re working hard, but not getting the gratification of seeing a real impact and being rewarded for it.

It’s like trying to sprint a marathon, but no one decided where the end is or what “finishing” looks like—or gave us any water to drink along the way.

Or, maybe there IS a strategy, but no resources devoted to it. So, it becomes another to-do list along with our other million to-do lists, and more often than not, they are all “priorities,” (because how can you prioritize when there’s no strategy?), so it’s impossible to determine where to focus our energies.

So, we overwork to compensate for the lack of resources or strategy, feel overwhelmed because we don’t have adequate resources to do high-level work, and end up doing a whole lot of work we’re not all that proud of because we weren’t set up with the conditions we need to do great work and make an impact.

This is incredibly de-motivating.

The burden of bad strategy flows downstream.

One antidote is to create a good strategy, and stick with it.

Another is to connect the dots—understand how lack of strategy or changing one mid-stream play out across the system. All too often, I see leadership teams change strategy without a real understanding of how this impacts teams at all levels. This is truly unfortunate—and avoidable.

If you are leading a team, please look at your strategies, objectives, goals and tactics—and communicate them clearly. Repeatedly. Look at what resources are devoted to implementing those strategies. If you don’t have resources to devote to a strategy, then I’m sorry to tell you… it isn’t a priority. Don’t pretend it is. That is bad leadership. If you insist it is a priority, then find resources for it; that is good leadership.

If you don’t have time to develop a strategy, then be clear and honest about the fact that that that IS your strategy.

Accept that there will be some wasted work along the way, because how can a team make good choices about where to devote resources and energy without a strategy? They can’t.

If you are being led and don’t understand a strategy, please manage up and ask. If there isn’t one, ask why. If you’re being asked to perform a task that isn’t aligned with a strategy, ask why you should execute it—get curious about the rationale behind to ensure it’s worth the time and effort. At the end of the day, we don’t always get to make that decision—but knowing what we’re working with is paramount if we want to do fulfilling work that actually helps us achieve our mission.

If you are consciously crafting a life you love, please look at your strategies, objectives, goals and tactics for achieving it. Look at what resources you’re devoting to implementing your strategies. If you don’t have resources to devote to a strategy, then I’m sorry to tell you… it isn’t a priority. Or, decide that it is, and reallocate your resources.

What’s true for life is true for work—because we’re humans. We want to do good work, and get the payoff from doing good work. That means making choices, and not others. That means devoting resources to some things, and not others. That means letting go of some things, and not others.

To be a humanful leader requires an understanding and acknowledgement of how strategy and lack of strategy impact our decision-making, autonomy, energy, and performance. Welcome to the paradigm shift.

Transform systems by evolving at the individual level.

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Things need to change.

They need to change from the top-down, and the bottom-up.

At the individual level, and at the systems level.

The good news is, everything is reciprocal: so the more you do to heal and evolve, the more the systems around you will be informed by that.

The more the systems you are a part of heal and evolve, the more you will feel the impact of that.

My personal expertise is the intersection of individual self-development and systems evolution. I love diving deep with individuals into what makes them come alive, and I am also a systems-thinker who sees the ripple effects at the collective level.

This is especially true in organizations and institutions—in the workplace.

We can no longer afford to keep self-development sequestered in the realm of individual therapy or coaching.

There is no leadership development without self-development.

Healthy individuals are only as healthy as the systems they are a part of: relationships with themselves, their lovers, their families, their friends, their colleagues, their communities, their organizations, their governing bodies.

And healthy systems are only as healthy as the integrity of the people who work within them.

The best systems will fail us if the people leading them are nincompoops. The best people will fail us if their environment doesn’t allow them to thrive.

If you are a humanful leader, or would like to be, then your own self-development is part of the process. What does that look like?

• Practicing curiosity rather than judgment.

• Learning how to work with your ego and triggers (and others’) without letting those egos and triggers run the show.

• Up-leveling your skills of collaboration.

• Learning how to connect authentically—not from behind a mask.

• Creating a safe, inclusive environment: radical belonging.

• Establishing a culture of giving and receiving feedback fluently, so everyone gets crucial intelligence about course-corrections that need to take place.

• Learning how to create sound strategies—and then sticking to them by creating and measuring objectives and tasks that dovetail with them.

• Defining what good leadership means to you personally.

• Identifying your particular gifts, and how you use them in service of your leadership.

• Understanding that leadership is a service position. If you don’t see it that way, your ego may be running the show. (That’s amendable, if you choose.)

• Respecting your colleagues as whole humans. (If you don’t, then kindly reassess whether you are meant to be a leader. Not everyone is, and that’s okay.)

• Learning how to work with emergence.

• Understanding that leadership is an embodied stance of showing up human—not simply a role or job title.

If you want better systems—more inclusive companies, less exploitation, more collaboration, less domination—then start with yourself.

Build the awareness, skills, and courage to act in integrity with your humanity.

All things change when we do.

If you know your own self-development is connected to the greater good, and if you’re looking for a collaborator to hone your skills and dive deep so you can fly high, let me know. You’re my type.

Untangle your value from your rank + role.

Untangle your value from your rank + role.

Most of us currently operate within cultures that use hierarchy to signal authority, rank, and expertise.

Bosses, C-suite, and experts are seen as more valuable than those who fall lower on the totem pole.

Rank is equated to power, high value, leadership, and dominance.

But we’ve mixed up our PERSONAL value with FUNCTIONAL value of roles and rank within hierarchy.

Someone higher up may (or not) have more functional value than someone else.

But no one is more inherently valuable as a human being than others. Our value has nothing to do with our jobs. To be a humanful leader—one who is collaborative, co-creative, and inclusive—this is crucial to understand.

The function of our role, however, becomes more or less valuable depending on the circumstances. We just don’t have systems that reflect that, by and large—we have fixed systems, not fluid ones.

When hierarchy + identity become entangled, things go wonky.

Hierarchies are useful: triage, emergencies, situations requiring quick, coordinated execution and pre-planned strategies and protocols. In these cases, functions meet context, and a fixed hierarchy is efficient and effective. Makes sense.

But as rigid models used to signal rank + dominance—which in our culture have also come to signal personal value—hierarchies become a tool for disconnection. When every action is ranked, each action becomes a judgment of better than/less than—every action becomes a transaction.

When relationships become transactional, we lose the possibilities that come from collaborating, co-creating, and mutual respect; we end up relying more on people-pleasing or politicking to receive accolades—and our salaries.

We run the risk of losing ourselves, because our identities are not found in rank, roles, or value judgments about them (even if someone tells you they are); identity can only be found within.

This is one reason why many leaders end up feeling “alone at the top,” or disconnected from the reality of their organization. The farther apart the roles in a hierarchy, the more disconnection and distrust exists between them.

Others can feel less-than, like imposters, or needing to pacify those at higher levels.

This inhibits healthy competition, which arises from going all in with others who are willing to do the same. 

It also hinders the institution from operating effectively as an organism. We all saw during COVID that the value of a role is largely contextual: front-line healthcare workers became the most valuable roles on the planet, but their rank within hierarchy didn’t necessarily reflect that.

Creativity, collaboration, and innovation rely on mutual connection, respect, safety. Rank and hierarchy hinder this—unless proactive steps are taken to make sure that they don’t.

This is a loss at a personal level: managing egos is far less interesting than evolving our expertise.

It’s also a systemic loss: rank hinders feedback that flows up, and feedback is intelligence about the organism’s health. Why might feedback be withheld? Because it might be received as an affront to rank by the ego—and if that person is the one who evaluates us, and our evaluations are what ensure we get to pay our bills… well, that’s some dynamic tension right there. Let’s talk about it.

When we untangle personal identity from role/rank within hierarchy—when organizations can focus more on functional aspects of hierarchy and less on egoic—that creates an ecosystem that fosters healthy human collaboration, competition, and creativity.

That is an open, innovative system. That is growth mindset. That is evolution.

What could healing hierarchy look like?

1. Untangle value judgments from roles within hierarchy.

2. View it as a multi-faceted, contextual organism in service of a mission rather than a tool for wielding dominance.

What if we revalued hierarchies?

What if the current way of overvaluing the top and undervaluing the bottom of the triangle is flawed? Not because hierarchies are bad, but because fixed hierarchies have been used for signaling dominance, which is arbitrary, which erodes connection, which erodes trust between individuals and of institutions, which erodes community, which erodes human prosperity, which erodes generosity and compassion and joy?

What if we used hierarchies as a fluid tool that could flatten and reassemble based on context and necessity?

Where affluence flowed to the most valuable based on circumstance—not fixed, arbitrary judgments of who has more “social capital” or “power” than whom?

What if the hierarchy understood that the top of the triangle only exists because the entire rest of it exists? That it is a reciprocal, interdependent system that can only operate as a unit? That every role is only as valuable as the circumstances it responds to, which will shift because life does?

What if hierarchy knew how to get itself into flow state?

What if the structures and systems we build evolve as quickly as we do?

This is part of my series “Healing Hierarchy: How to shift from domination to collaboration in the workplace.” More to come.

The surprising power of play

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The surprising power of play.

Playing is basically evolution that works well for our nervous systems—not the kind of evolution that requires us to starve, mutate, exhaust ourselves, inflict pain, render ourselves extinct, all that fun stuff. 

• Play is experimentation. 

• Play is iteration.

• Play is pushing past our boundaries.

• Play is creative.

• Play is co-creative.

• Play is strengthening.

• Play helps regulate our nervous systems.

• Play is fun.

• Play strengthens social connection.

• Physical play strengthens our muscles, body language, connection cues.

• Play laughs in the face of judgment--and invites it to play.

• Play dares itself to take it one step too far.

• Play is a way for us to grow and evolve with low stakes. The outcome doesn’t matter—which means we can be open to any possibility arising, rather than trying to control and manage the process so we achieve a predictable process and outcome.

Play is growth mindset.

Predictability, control, managing—these are all excellent things in certain circumstances. And unbelievably boring in others.

You know the phrase, “If you want to make god laugh, tell her your plans?”

I think this is basically the universe’s way of telling us that we are not the boss of her—but she would love to play with us, because she loves a good laugh and loves creating things. 

If you want to grow, PLAY.

If you want to be creative, PLAY.

If you want to evolve, PLAY.

Play answers a surprising number of questions.

How else could the world have ridiculous things like blue-footed boobies and hammerhead sharks and hot-magenta dragonfruit and sloths? There’s a tiny bug on my gardenia with fuzz coming out of its butt—it’s ridiculous. You think these were the a result of serious, controlled work?

No, clearly these are manifestations of the mindset of, “I wonder what happens if I do THIS?”

What if we let go of trying to manage the process, and played through it? Together?

What if we outplayed play?

Want to up the ante?

Practice ridiculosity: ridiculousness at high velocity (I like to make up words, because I love to PLAY).

Don’t underestimate the power of ridiculousness. Go play.

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There’s been a lot of research over the past several years about the importance of play. And one of my favorite books is Deep Play by Diane Ackerman. I highly recommend it!

The savior and the nurturer

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Celebrate small, everyday acts of nurturing. Tell stories about them.

As long as we idolize heroes, we will unknowingly perpetuate the need for hardship and violence that give rise to them.

I say this not to diminish acts of heroism; life will naturally give us reasons to need them, and thank goodness for them.

And, we humans artificially manufacture many of the situations that give rise to the need for saviorism, as well. Create a problem, sell the solution. Let things fall apart, swoop in to fix it. Poof, instant heroism.

Why are so wed to the story of tragedy and the hero?

Maybe, in part, because it’s romanticized—we see and hear stories of it all the time. We love the story of the lone savior swooping in at the last minute to save the day.

Maybe, because it’s dramatic—and the drama of the adrenaline rush can be seductive.

Maybe, because of who it elevates—the lone wolf, the solo savior, the One—all reasonable role models in a fragmented, isolated society. If we continue to hope for a hero, we don’t have to do the mundane work of nurturing, maintaining, caring for, repairing, healing.

Maybe, because it’s good PR.

It’s time to elevate new narratives: stories that render the ordinary extraordinary; of reverence toward countless minuscule daily acts that affirm and nurture life—the ones that make life worth living.

We need nurturers as much as we need saviors. 

Maybe, when we can continually celebrate and uplift the nurturers, we’ll find we need fewer saviors. 

Maybe when we tell story after story of small acts of caregiving, we’ll have less that needs saving—and more that is thriving.

Small acts of kindness, to ourselves and others, are every bit as crucial as sweeping episodes of heroism.

We need firefighters to come in and stop the blaze with a deluge of water.

AND, we need those who plant new seeds, water them consistently, nourish them, and help them grow. We need nurturers who create conditions for life to thrive.

We need this for ourselves, and for our planet.

Not as big + dramatic, perhaps, but still a matter of life and death. Growth does not happen without the right conditions.

Celebrate small kindnesses. Elevate a caregiver. Create legends about tiny, joyful things. Live that kind of legend.

What’s a tiny story of nurturing you witnessed or embodied? Tell me in the comments, I’d love to know!

Failure is just feedback. How to use it well.

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Recognize that failure is just feedback.

What is failure, anyway? Just something that didn’t work. 

So why are we so ridiculously uncomfortable with it?

Not because it didn’t work—all sorts of things don’t work—but because of the judgment we place on the fact that it didn’t work. And the scrutiny that subjects us to—from ourselves, and others.

Why do we need to judge and scrutinize?

We don’t need to, really—we’re just used to it. Why? Because humans love control almost as much as we love rank + authority to define ourselves. We pretend they’re not the arbitrary illusions that they are in order to feel some sense of agency in our lives.

But control and rank are not actually agency, they’re coping mechanisms for NOT feeling our agency.

For trying to force outcomes, instead of allowing them to unfold. For allowing the trial, but not the error. For judging others—or ourselves—in order to rank our identities as “better than” or “not enough.”

But true agency is actually NAVIGATION of what arises, not control over it.

What’s the best way to navigate something?

Get curious, not judgmental.

To the ego, feedback feels like a threat. To a system seeking healthy balance, feedback is a necessity.

When we remove judgment from a situation, “failure” becomes incredibly useful data for how to move forward—and how not to.

Then, when we move forward, integrate feedback, and iterate, the “failure” becomes just one more step in the process.

This isn’t to say we need to aim for failure, just that when it happens, to not act as if we’re shocked by the treachery.

Failure. Is just. A thing. That. Didn’t. Work.

That’s it.

Why did it fail? Why did that person do this thing? Why didn’t I?

Those are the more interesting questions—open-ended portals to solutions, rather than judgments people can’t wait to squirm away from.

When curiosity comes in, there’s POSSIBILITY. And whenever there’s possibility, there’s POWER—power to iterate, tweak, putter, collaborate, practice, try, try again.

That’s where true power lies: building agency and identity through navigating ALL of life, not just the successful parts—together.