How Do I Find Executives to Whom “Higher Consciousness” Appeals?

It is a great question but a difficult one to answer or find authentically in executives.

Quite the opposite occurs | is occurring: Stratos | their architects | cloud minders: Star Trek The Original Series Rewatch: “The Cloud Minders”.

I share your interest in this center of gravity | line of sight.

In fact, I have been working in this space for quite some time.

To unpack further your question — I have expanded on it, with yet another question.

Are there executives to whom higher consciousness appeals, who live more in specific regions of the globe | geographic locations here in the U.S. | or industry sectors (i.e. innovators or early adopters)?

I disagree with other assertions here. The consciousness you are seeking is higher, and can be described as such.

It does not present the same in everyone or see things in dualisms (discriminant perception; categorical critical thinking; differential calculus).

Yes, another answer is higher consciousness can | does have a kaleidoscope of statements | descriptions of the nature | scope | meaning of it.

This is what makes it a wicked problem.

There is no universal or context specific (differential calculus) answer — Be All End All.

Rather, the bandwidths of insights land on integral calculus — dimensional representation solves some of the problems associated with boundaries, and also may become a powerful means of predicting outcomes.

Dimensions are better suited here to the portrayal of variation in executive populations than day-to-day decisions about differential versus integral calculus ( I Am Right | You Are Wrong) of higher consciousness.

And in experiences working with executives, I do not equate Tony Robbins, as a good example of it.

Instead, he is a good example of pop psychology along with others like him, proselytizing through psychobabble his interests | economics — sustainable brand communities | brand advocates | revenue streams | marketing and sales | digital content marketing.

Dancing on the Head of a Pin

Higher conscious (bandwidths of insights) equates with this question: Are we changing as fast as the world around us?

Blind spots and preconscious problems repressed by shadowy symptoms complicate organizational functioning and polarizing climate | culture leading to a cover your ass (CYA) or Trust Your Neighbor Brand Your Stock Mentality.

How do you find executives to whom higher consciousness appeals? Start with observing | assessing this: People see what they want to see, and hear what they want to hear.

  • Do they simplify the world to fit the structure of prior notions? — Disregard evidence they meet that disconfirms to this structure.
  • Are they open to | talking the walk, and walking the talk — breaking free of normalizing the abnormal?
  • Don’t do failure of nerve | learned helplessness.
  • Choices we make in normalizing the abnormal as an art form, often are hidden. Do executives authentically appreciate this | willing to uncover this, and work-through shadowy symptoms complicating this dilemma?
  • Mindshare is often more important than Market Share — not just a big footprint. Do executives authentically get this? If so, it should be obvious to all decision makers | influencers | stakeholders in executives’ leadership in the culture | climate of environments | ecosystems.

Now, let’s circle back to your question.

How do I find executives to whom higher consciousness appeals?

Find executives who are avoiding or enabling their enterprise from becoming a theme park dinosaur in their industry sector.

  1. Four Horseman coming.
  2. Managing for economic decline.
  3. Trading labor (body shopping) for money.
  4. Mindset (reactive) — buying talent rather than developing talent, as the Be All End All, to beat back managing for economic decline | feed critcal business issues (CBIs) | Key Performance Indicators (KPIs) | Board’s evaluation of actual results.

Corporate | Public | Social Sectors are full of examples of enterprises, who are not adapting | surviving in their operating environments | ecosystems.

Being able to identify oncoming risks: blind spots; mokita (truths we all know but agree not to talk about), and anomalies including what is authentically causing them — make or break your organization.

The intuitive mind is a sacred gift and the rational mind is a faithful servant. We have created a society that honors the servant and has forgotten the gift. — Albert Einstein

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Originally published at Medium on January 1, 2018