Sublime

Ancestors.

Don’t just talk at people. You gathered them because they’re passionate, just like you! Give them the chance to contribute to the purpose you share.

INTERVENE.

I learned early on to respect that taking up a role that represents change and loss to some people can be costly. Sometimes the assassination is physical—but usually people go after your character, your competence, or your family, and you can be scapegoated, marginalized, seduced, or otherwise neutralized.

In every crowd there are Diminishers and there are Illuminators. Diminishers make people feel small and unseen. They see other people as things to be used, not as persons to be befriended. They stereotype and ignore. They are so involved with themselves that other people are just not on their radar screen. Illuminators, on the other hand, have a pe

If you are not in a position of authority, then you can help protect troublemakers by making sure they are invited to meetings. And when they do say something that creates disequilibrium, you can choose to be curious: ask them to say more about their idea rather than allow everyone else in the room to ignore them.

As a workshop leader, how you teach is more valuable than what you teach. It’s not about charisma. It’s about being clear, consistent, appreciative, encouraging, caring, and optimistic. Real power comes from warmth, presence, and the ability to self-regulate and respond more naturally to whatever comes up in your group.

ANALYZE.

At AES, Dennis Bakke installed a beautiful practice of team appraisal with his closest peers. They got together once a year, often over dinner in one of their homes to make for a relaxed, informal setting. Every person in turn shared his or her self-evaluation. Other team members commented, questioned, or encouraged each other to reach a deeper und