July 27, 2025 • 32 mins
Summary
In this conversation, Amara Samata discusses the importance of balancing self-care with caring for others. She emphasizes the need for individuals to maintain their own strength and foundation while also being able to support those around them. The concept of discernment mapping is introduced as a tool for setting healthy boundaries in relationships.
Guest Bio
Amara Samata is a globally recognized transformational guide, communication strategist and mediator, who merges deep inner work with high-level consulting for conscious leaders, couples, and professionals seeking clarity, connection, and legacy-level growth.contact:
amarasamata.co
www.linkedin.com/in/amara-samata-innerguidance-method-%E2%84%A2-9368ba1b1/
Takeaways
Take care of yourself to better care for others.
Maintaining your foundation is crucial in relationships.
Self-care should not lead to abandonment of others.
Imbalance can occur when focusing solely on self-care.
Setting boundaries is essential for emotional health.
Discernment mapping helps in understanding personal limits.
Caring for others requires a strong sense of self.
Self-care is not selfish; it's necessary.
Healthy relationships involve mutual care and respect.
Awareness of one's own needs enhances relational dynamics.
Chapters
00:00 Exploring Inner Sustainability and Relational Mastery
03:11 The Inner Guidance Method: Finding Clarity
05:34 Overcoming Fear and Busyness for Inner Alignment
07:54 The Importance of Self-Knowledge and Boundaries
10:39 Above the Line Relating: Healthy Communication
13:13 Navigating Relationships and Meaningful Connections
15:09 The Six Steps to Healthy Negotiation
17:28 Legacy Level Leadership and Authenticity
20:05 Final Thoughts on Empowerment and Self-Reflection
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
I want to encourage you to take care of yourself and I want to
also receive some care from you,right?
And you don't want me to lose myself in trying to care for
you. You would then also want me to
keep hold of myself and hold my foundation and my strength, not
be only in that side and selfishas you say, but use that to also
(00:21):
be able to care for others. I understand sometimes people
are imbalanced. They're either losing themselves
in the process of over giving orthey're overtaking and they're
abandoning others in the processof their maybe even their
self-care or something or you know, self importance.
But we can still, from our side,care for ourselves, care for
others, and learn how to set those boundaries, which a lot of
(00:44):
work I do is about what I call discernment mappings.
Welcome to Sustainability Transformations podcast, where
we explore bold ideas to drive positive change for people,
community and business. And today's guest is
transformational, which is wise,relational, clarity driven and
(01:07):
spiritually grounded. Samaras Samarth is a global
facilitator, communication strategist, founder of Inner
Guidance Institute, have frameworks empower conscious
leaders, couples and change makers to cultivate
self-awareness, resolve conflictand lead from clarity and
connection. And the key goal of our
(01:28):
discussion is exploring inner sustainability, relational
mastery for meaningful change, where having that inner clarity
gives conscious leadership and relational intelligence for a
sustainable world. Amara, thank you so much for
joining. Your work weaves ancient wisdom
with modern psychology. What drew you to this path of
(01:49):
deep inner guidance and communication transformation?
What drew me to this work? Well, it's been a lifetime
pursuit for me, you could say. I mean, I was always very
interested in what is it that makes the world go around?
What is it that makes people take what is, you know, where's
all this coming from? I was sort of born with those
deep existential questions, sortof always looking at the bigger
(02:10):
pictures, just it's kind of a part of who I am.
Maybe it has to do with oppositeparents or something.
My father was a Southern Baptistpreacher and my mother was a
nurse and much more on the kind of scientific side.
And so I had a lot of yeah, justkind of big ideas floating
around and I, I really questioned everything.
So that, you know, that led me into my life and really wanting
(02:32):
to sort of unpack for myself what it means to live in
integrity. How do you master a life?
What does that look like? What's the power of human life?
And then I sort of stumbled intothe work I was doing by default
from experiences that I had, which we can talk about more if
that's interesting, and led me to the work that I'm doing
today, which is being able to work as a really like a
(02:53):
transformational consultant. I I do guidance, I do coaching,
I do communication training and strategy work there.
Yeah. And how it all kind of ties
together into the big picture ofliving an integral, masterful
life in all areas of your life. Tell us about the inner guidance
method. How does it help people
accelerate clarity and move through stackless?
(03:15):
Yeah. So as we were saying, you know,
everything starts with us here, Here we are, whether you're in
your, you know, your leadership or your, your business or your
work or your mission. And so I'm really interested in
relationship to self, relationship to others, and then
relationship to life itself. You can call that nature or the
environment or, you know, kind of the bigger picture of life.
And so the inner guidance methodis about getting in touch with
(03:39):
your actual inner guidance, you know, that part of you that has
clarity about the decisions thatyou're making and is not in
conflict. And most of the time we are in
conflict, you know, should I or shouldn't I?
And when we have that kind of inner confusion or turmoil, it's
very hard to take decisive action.
And if you are interested in living in integrity, you know,
(04:00):
you want to be clear so that youcan make decisions, so you can
be integral and you can do what you want to accomplish.
So this method, the inner guidance method, is a very
specific framework that I walk people through to answer for
themselves, their own truth. And as long as they're willing
(04:20):
to be honest with themselves, they will step themselves into
the aha moment and realize what they need to do.
Yeah, that's quite insightful. So why is internal alignment
foundational for that sustainable external
transformation? Why is the what alignment?
Alignment internal inside. Internal, yeah.
To be aligned inside, then helped with transforming
(04:43):
externally. Because you are the decision
maker in your life. So when you have internal
alignment, your external actionsare going to follow suit, right?
You know they're going to be incongruent with your belief
systems, with your inner knowingon your ideas.
So you got to get good with what's going on inside and and
have a way to access that. You don't have to be perfect,
(05:06):
but you have to be able to have a process in which you can think
for yourself and think with yourself to be in alignment for
the actions that you want to take.
In a life where most people are so busy with different
activities, whether it's busy because of work, busy because of
study, busy because of business,or just busy on social media or
(05:30):
other, you know, extra curricular activities.
What you see to be the key challenges that people face that
stops them from paying attentionto that inner voice or the inner
issues that they need the clarity with.
Sure. Do you want?
Yeah. You know how deep do you want to
(05:51):
go But. Yeah, please throw right in.
Yeah, it's, I mean, ultimately it has a lot of it has to do
with your relationship to fear. So when I say fear, often our
fear keeps us from facing the things we need to face.
So busyness can be a way that we're avoiding also addressing
some things, of course, but there's other things that are
(06:12):
not being addressed. What I've seen that people
really change their lives and really get aligned and integral
and start living what we call a fulfilling life because it is
aligned and you really are living on point with your
purpose, right? It's that's what I call the raw
mindset. So you are ready, able and
(06:32):
willing to breakthrough whateverdistractions are happening for
you and to really live so that your actions are aligned with
your purpose. So ready means you're ready to
take action now, you're ready toprioritize the right things in
that so-called busyness or the aligned things to kind of weed
out the things that are not aligned right.
(06:53):
So you're ready. That means now, not later.
If you're able to some degree, you're able to show up for
yourself. You're able to take decisions,
you're able to take small steps and then you're you're willing
to keep going. And especially when it's tough
or hard and the distractions arecoming in or though that.
Yeah. But thinking we really have to
clear up that. Yeah, yeah.
But you know, argument that's going on inside.
(07:15):
So what is it that gets people ready, able and willing to move
forward? Well, there's two driving
forces, inspiration and desperation.
Both of those will push you forward, right?
I'm a fan of inspiration. If you can use it, definitely
optimize your inspiration. But when things get desperate,
people take action and they learn they have to find another
(07:36):
way. So that's great because it means
we have a fail safe inside of usthat drives us to our greater
purpose. We're not, you know, robots.
Not yet. So we can still make decisions
to evolve. It's powerful with the
inspiration and desperation. Is it safe to assume that it's
better to have the inspiration and not desperation?
(07:57):
And perhaps I'll give you what I'm thinking about where, Yeah,
there's a former work colleague who mentioned that she was
always stable and willing to go on the gym or diet, you know, to
lose weight because of, you know, she wasn't quite
comfortable with her weight. But she didn't do it until the
(08:18):
desperation kicked in. So that's what I'm thinking
about to ask is it better to go towards inspiration than
desperation? Well, what do you think?
What Can you imagine? Do we want to wait until we are
sick or, you know, we're in painor we just can't take it
anymore? I mean, of course, even in my
(08:38):
own life, that's kind of when I really stepped into my bigger
transformation was when I was ina, you know, kind of a
desperate, my life was falling apart place.
And that had to do with the the divorce that I went through.
And that was something I did notwant to have happen in my life.
So it was real, a breakdown of my, you know, my, my ego, my
(09:00):
character, myself, identity. And I had to face a certain
reality at the time and to move through that.
And that's when I really decidedto understand myself better so
that I could have healthier relationships to myself and to
others. And it just really unpacked my
potential and my growth. But it was a desperate moment,
(09:20):
you know for sure. Now I follow inspiration.
Now I know that when I have thatlittle excitement about
something or I wonder what that could be about that sounds
interesting. Now I know to prioritize it and
not wait to not push it aside. Yeah, that's cute.
So you mentioned about knowing yourself.
There are some school of thoughts that would encourage
(09:43):
that you need to know yourself or even love yourself in order
to be able to love others. And then there are some would
say, oh, loving yourself is a bit self-centered.
How do you help give clarity around those school of thought
of know yourself? Because you know, my favorite
(10:05):
book says love your neighbor as yourself.
So that means that you need to love yourself so that you can
love your neighbor and not the other way around.
Hopefully that gives a context of what a question is around
navigating that knowing and loving.
Yourself. This is often a a long standing
question with people you know. Do you?
(10:25):
Do you? If you just love your neighbors,
you'll be OK. Hey, you know, if you just take
care of yourself, you'll be OK. Which one is it?
So I believe in what I call relationship squared, which
means there's four boxes to tickin a healthy relationship with
any others, your neighbor, your partner, whatever.
Ideally. So the ideal is take care of
(10:45):
myself. And I also care about you.
And then you care about yourself.
You take care of yourself and then you also care about me.
And when you have both of those and you build trust around that,
then you have a deeply empoweredrelationship or team or whoever.
And we say, I, I have to care about how you take care of
(11:06):
yourself. I want to encourage you to take
care of yourself. And I want to also receive some
care from you, right? And you don't want me to lose
myself and trying to care for you.
You would then also want me to keep hold of myself and hold my
foundation and my strength. Not be only in that side and
selfish as you say, but use thatto also be able to care for
(11:29):
others. I understand sometimes people
are imbalanced. They're either losing themselves
in the process of over giving orthey're overtaking and they're
abandoning others in the processof their maybe even their
self-care or something or you know, self importance.
But we can still from our side, care for ourselves, care for
others and learn how to to set those boundaries, which a lot of
(11:51):
work I do is around what I call discernment mapping.
So is it a healthy boundary or are you just stonewalling
someone and shutting down? Is this a healthy engagement
that you're involved in, or is this something unhealthy that
you're getting wrapped up in? So this is the gas in the brakes
of your life. And you have to have a healthy
(12:11):
relationship to that and know what unhealthy is.
We often say, you know, everyone's talking about healthy
boundaries, but nobody wants to be rejected.
And yet we have to be able to receive healthy rejection and
really, actually appreciate it for what it is and where it
directs us. And we should be able to give it
as well. And it should be something
(12:31):
that's respected. But there's a lot of
entanglement with unhealthy boundaries being set or not
being set. And so we have to have
discernment, which in my book means healthy judgment.
Not judgy judgment, you know, but the healthy judgment, that
healthy ability to assess for yourself what's right for you
and what's right for how you want to show up in the world.
(12:53):
We need to definitely bring thatback.
Yeah. Yeah, Yeah.
No, it's, it's OK to assume thatmost people would prefer yes.
But I've noticed that in some situations, whether it's a
boardroom or a leadership team where I've presented things
where I found out quicker I can get a no, it helps me to get
(13:15):
towards the next yes. And so I'm sharing how I think I
find it empowering being comfortable with the no, because
now I know that I would rather hear the no next month than wait
nine months, you know, to hear the no, because here the no next
month means I can go into the one that will get a yes, if that
makes sense. So I'm curious to know, yeah, to
(13:37):
go around that. So what is above the line
relating and how can it shift how we interact in leadership
teams or partnerships? Yeah.
So that's my Adler work or abovethe line relating is about that
discernment, understanding what is above the line or healthy
behavior and what is what is not.
(13:57):
So if you look at relationship squared and you say, how are my,
how's my team doing? Are they OK within themselves?
And it are they giving to the, the mission, the company, the
team, you know, whatever are they giving and able to give?
Is that in balance or is it not?Am I taking care of myself and I
able to give? And then of course, that's just
a principle. So then how do we actually live
(14:20):
that? That's where we get a lot into
the communication work and bringing a culture of healthy
communication. And we implement that into our
families, into our companies. And you really have to be, as
you know, a self aware family orself aware company of aware
couple who's working on that in order to decide that you don't
(14:41):
want a toxic relationship or toxic environment, you want a
healthy 1. So the Adler work shows you
exactly how to build that in your in your work.
Humanity upon to the last maybe 100 or 50 years have survived
based on scarcity of informationor books.
You have to go to a library to get information.
(15:02):
Now there's abundance of information around
communication. What are the signs someone is
communicating from below the line and how they can reset in
the moment? Yeah, so a lot of communication
has to do with, well, we're justinformation sharing.
You're either asking for information or you're giving
information. All conversations can boil down
(15:23):
to that. So I think you have to really
look at what what's your objective?
So if your objective is to have a healthy work environment and
you and you name what that is, you decide that that's a place
where people feel free to be honest, even if it's, you know,
tough truths to hear, so that wecan build real, you know,
programs, real services, real products that are actually, you
(15:46):
know, that we're honest about that are doing what we say we
want them to do. So I think that's kind of the
first starting point for me. Do you actually want an integral
experience in the, in your business, in your work, in your
creation, or do you just want tomake money at any cost?
So obviously those are not my, you know, my, my clientele.
We're talking about people that genuinely want to have a
(16:08):
masterful experience and they want to deliver something good
in their life. So once we understand the
objective, then it's about getting people to feel safe to
ask the right questions, the aligned questions, and to give
and feel safe to give the answers.
So it's a lot about structuring what, when does the question
come? And then how when you get an
answer, instead of jumping to conclusions, you know, and
(16:31):
you're thinking and you learn how to lean in instead of just
jump to assumptions and saying, OK, seems like this is
happening. Can you tell me about that?
And really getting to the heart of a negotiation in a really
healthy way. So I have 6 steps to negotiating
anything. It's been used for everything
from $1,000,000 deals to, you know, people getting promotions,
(16:51):
all kinds of things in, in business life, using it in
marriages and with your, with your kids.
And it invites non manipulative,healthy, genuine answers where a
person is not under duress and they're not afraid to find out
what's truly possible together. So once you have that objective,
you can work with this frameworkand then you start to build
(17:13):
really aligned things, beautifulthings.
So there's no room for, yeah, things that are unhealthy or
mixed and not a good fit, all ofthat would be weeded out.
And you have really incredible online teams are on the same
page and working together. That's good.
I'm curious to know, would you be able to summarize what those
6 steps are? Yeah, sure, sure I can.
(17:37):
And the thing about the steps and we teach them and I will
show you something that you can do when, when you're stuck in
your life and you want to know, how do I get out of this?
You know, I'm, I'm confused. Should I or shouldn't I, I want
to, but I don't, I do have a four part success formula that
you can start to untangle things, you know, quickly.
(17:58):
But when it comes to healthy communication, you have, I'll
tell you the framework and then I'll tell you that it's when we
go through this training, it's really a retraining in the way
you view life. It really does shift your whole,
what we call them Buddhism, yourworldview because often we're
thinking in different ways in which we are knowing, you know,
we're unknowingly kind of manipulating or controlling
(18:20):
things. So this really strips that away.
But we start with acknowledgement.
There's something that needs to be acknowledged and we find that
healthy acknowledgement. And it's like we're opening up
the defense patterns of the person we're talking to.
And there's like kind of 6 doorsthat you have to go through to
get someone to feel safe, to be honest with you.
Acknowledgement. The second step is radical self
ownership of the experience thatyou're having.
(18:42):
The third is vulnerability. And I know that's a very
confusing topic, so I can give you later my definition of
vulnerability. And the fourth one is you share
your need or your want or your desire.
And what is it 1234? The fifth one is you ask a very
specific question. And then the 6th 1 is you do the
handover and you end with an open-ended question to find out
(19:04):
what the person feels about whatyou've just shared with them.
So this is most in negotiations are kind of like I'll withhold
my cards and you withhold yours.And we kind of, you know, step
by step, see what's possible. This is very different.
This is where you stand up and say, here's what I am, here's
what I see, here's what I appreciate, here's what I
believe in, here's what I need, here's what I'm asking for.
(19:25):
What do you think? And we just get straight to
where are we at? And then so it cuts through a
lot of wasted time and it bringsyou into, yeah, just resolution.
So we're seeking above the line resolution.
You'll you'll feel good about the outcome whether you end up
being together or not, whether something goes through or not,
(19:47):
because you'll know it was the right thing.
Oh, that's good. It's in that transparency of
what people want. As you mentioned, they waste a
lot of time because in some business sectors or sales, they
tend to talk about start with what the other person wants
without really saying what you really, really want.
(20:07):
So that transparency no doubt helps.
Yeah. So this flips things around and
it's worked in sales people sales go up with this work, not
down because it builds trust. It builds trust.
And people, why when you know and they engage in things that
they trust. So instead of pressuring people
into something, even if it mightbe good for them, you know, but
(20:29):
you know, high pressure sales and you kind of use people's
objections against them and you know, to finally walk them into
something and it doesn't always leave the best feeling.
And you kind of end up with conveyor belt, you know, you
have to just keep going to new audiences, new leads, because
you're not really nurturing the people you're with.
So this this converts in a really great way because you're
building trust with your with your customers and people who
(20:50):
are truly misaligned. You'll see it right away.
And if somebody's really misaligned, they're going to
cause you a lot of troubles whenyou line up with them.
I mean, even if you just take their money and run, you know
that that's not going to live tolead to a long sustainable,
that's not going to be a sustainable business, right?
No, you're right. If you can get clients or
(21:11):
customers who are really aligned, engaged with what
you've sold them because, yeah, you know, I've bought things
where I've actually bought it, but I've walked away and I
think, how did I buy this? You know, clearly that kind of
feeling. There's no way I would recommend
that business to a friend. Yeah.
And again, that's not sustainable, not what you and I
(21:33):
are kind of talking about in thelong term, but I did, I did have
somebody come to me. He was trying to raise money for
his sustainable, he had a water project.
It was, it was brilliant, but hewas, he needed $1,000,000 in
funding and he wasn't two years,he couldn't get the funding for
his NGO. And I asked him how he was
asking and I could see why he wasn't getting the funding.
(21:57):
So we did the golden request andthe very next time he got his
funding, he went up to the investor and something like, for
example, I really appreciate, you know, your portfolio and
what you do and what you invest in.
For me, I'm, you know, I'm working on this thing that does
this and that. I'm super excited about it.
I would love to show you the proposal so that you have a
(22:19):
chance to see, you know, we are your opportunity here.
Could I send it to you this week?
What do you think? What do you think the investor
said? Yeah, sure.
Said yes, sure. Yeah, yeah.
And then he saw it and he loved it and he's like, I'm in.
That was the golden request. So it's natural, it's powerful,
it's bold, it's clean. And if somebody's the yes,
you're gonna find them. You're gonna bring that out in
(22:40):
them. Make it.
It makes it easy for people to say OK.
What gets in the way of meaningful connection and repair
in most professional or personalrelationships?
Yeah, again, the relationship tofear, one of the ways that we
sort of hide behind fear or let the fear get the best of us is
pretending. I think that's a big one,
(23:01):
letting our defenses get in the way.
If you look at relationship studies, there are things that
get in the way, how our defenses, criticism,
stonewalling, contempt, you know, things that are just not
that healthy aligned attitude where we're curious and we're
open and we're we're being honest with each other.
So when you find the formula to kind of strip those things out
(23:22):
and decide you're going to come to the table really honest and
open, taking care of yourself inthe process, really listening to
yourself and listening to others, then you start to be
able to build a, you know, really good dynamic from there.
Yeah. That's it.
So how does mutual respects reshape outcomes, especially
when I I stick so emotionally charged moment?
(23:45):
Yeah, learning, you know, remembering your, your ethics
and your values, like we say it,but you actually have to live
it. So always remembering you're on
the same team, you know, we're on the same team, even if if we
disagree and we're fighting for different objectives or whatever
the objective might be in the background, remembering we are
on the same team. So with your business partner,
(24:06):
with your life partner, with your children, we're on the same
team. So you don't want to damage
somebody on your team. You can be passionate and you
can disagree, but just like a, you know, a sports team you
wouldn't like, you know, I don'tknow, like sucker punch someone
on the team, right? That's on your team.
(24:27):
Yeah. You know, that's going to
breakdown your team. You would you just wouldn't do
that. So you got to keep the same.
You've got to remember we're notagainst each other.
So if you go into a real, are you going into a relationship to
be right and to kind of feed your demons, so to speak, your,
you know, your negativity and tohave someone to prove, you know,
to fight against and prove things to yourself?
(24:48):
Or are you there to actually build an aligned relationship,
maybe even a masterful relationship or what I call a
mountaintop relationship. When you decide to build or that
Unicorn company, you know, if you decide to build, that
alignment is everything. When somebody I coach, so this
company to Google for $20 million and alignment is
everything. You got to stay on the same team
(25:10):
with you. That doesn't mean agreeing all
the time. You're free to speak what you
see differently in your point ofview, and often the truth is
somewhere in the middle of thosetwo perspectives.
That's usually the case. And so people grow together, and
that's part of the teamwork, youknow?
There is a lot of evidence that shows, thought Leader once told
me. Sometimes when teams are arguing
(25:32):
or discussing whether to choose between A&B, the the answer is
actually AC or AD. Exactly.
Yeah, exactly. Yeah.
That's good. So how do you define legacy
level leadership and what inner work is required to truly embody
it? So, so legacy, well, I like to
(25:53):
say that everyone leaves a legacy.
You know, everyone's leaving some sort of impact, some legacy
in the world. Grandparents, you know, your
parents, everybody leaves a legacy in some way, an impact in
their families, in their communities or whatever.
So it's not just for generational wealth or people
who build huge companies or, youknow, global initiatives.
Everyone's an impactor, especially parents and teachers,
(26:16):
and everyone leaves a legacy. But I did end up working in this
world of generational wealth that's been handed down and
built not just through one lifetime, but several lifetimes,
and also companies that have been built.
Now you can scale things very quickly, you know, into kind of
bigger things very quickly. And I'm finding that people
(26:38):
really want integrity. They and especially the ones
taking over generational wealth,they want to be more integral
maybe than their great grandfathers were and how they
built the company. So there's a lot of high
integrity ethics that are wanting to be built and
acknowledged. And you know, when they, when
they take that on. So it's really how to show up
impeccable, as we say, with yourwords and your actions and to
(27:02):
really care and to show that youcare and invite other people to
care and care together and not turn away from the important
issues or the elephants in the room.
And I just go straight to them. We just go straight to, you
know, whatever the elephant is in the room.
And I put it straight on the table.
And we're going to face it now because we're courageous people
(27:23):
who decide to look at what is hard to look at and then they
realizing that it's not that hard.
Actually, sometimes it can feel like it, but not for long.
It's actually harder to not lookat things.
Eventually that will come back and bite you, right?
That's good. Interesting.
I've been thinking about authenticity.
(27:44):
I've been authentic a lot in thelast few weeks and perhaps you
or the audience will forgive me if I interchange or use
authentic as the integrity. And I've looked in leaders on
world stage, you know, I won't mention names, but if you look
around the world, there's been afew leaders, people perceive
them to be authentic. And even though they may have
(28:06):
come out to be the elected ones or they have come out to be what
people may perceive not to be good, but because a lot of
people will say, I can relate tothem, they are authentic.
And the reason for sharing that is people can actually sense
authenticity, integrity. And it's just to highlight how
(28:26):
important leaders or in relationships people have to
sure that. So I'm curious to know, yeah, if
you want to add anything or we can explore other areas as well
on the integrity. Yeah, and authenticity, again,
healthy or unhealthy, because you could be authentic to your
very toxic nature, right? You could be authentic to that.
(28:48):
You could be aligned with that. It doesn't mean it's going to be
healthy. If you're authentic, what are
you authentic to or with inside of you?
Yeah. So integrity and integral to
what? You could be integral to all
kinds of things. So this is where we really have
to dig deep and say, what do I want to be integral to?
(29:08):
Right. What do I want to be?
What kind of authenticity do I want to show up with?
And I think that's a deeply personal journal, a journey for
everyone to really touch to the heart of what is important to
them. And do they have the courage to
live by it and show up for it? That's good.
So as your final thought, Amara,what is your final thought for
(29:33):
the audience who are listening, whether in their personal
relationships or in their professional relationships or
journey or work or business, whichever area, Can you leave
your final thoughts to the audience please?
Yeah, I like to you know, I havea lot of principles and things
that I teach, but I really like people to be self empowered.
(29:55):
So I'll live leave with four things you can ask yourself if
you find yourself in a difficultsituation in any area of your
life. And it's it's a bigger topic,
but it's based on the four pillars of success.
And put it succinctly, just ask yourself, what do I need to
acknowledge right now? And you can do that by saying
(30:16):
what I need to remember is because often remembrances is a
is a good kind of acknowledgement.
So what I need to remember is and then you answer that for
yourself. What's the, what do I need to
say no to? You know, what's the boundary
that the brakes that I need to step on right now?
So what I need to stop tolerating is or what I need to
(30:36):
say no to is and then on the gasside, what do I need to allow
more of in my life? So what do I need to say yes to?
What do I need to prioritize? And once you get those three,
now you're going to feel feel safe to ask the last one is what
I need to stay open to. And so you would just say to
yourself, OK, I need to stay open to.
And it's something that you don't yet know, but you're
(30:58):
curious about. And once you know what you can't
do anymore and what you must do,what you need to pay attention
to, you're going to have some confidence and some safety in
order to feel yourself and beingable to stay open.
That's great. So that's a good way to kind of
just crack the code and go straight into some self support.
Huge thank you to Amara for yourtime and the incredible insights
(31:22):
around those purpose driven relationship communication.
We've covered a whole lower ground.
If listeners really like your work and would like to know
more, where can they find you? Yeah.
Izzy, just go to amarasamata.comand you can, you can see some
things that I, I do there and you can always reach out to me,
schedule an appointment with me and I can talk to you about my
(31:45):
work privately or group work that I'm doing as well.
Business, professional or spiritual, I work into all
realms together. OK.
That's great. Thank you so much once again.
Thank you. Thanks for having me.
Awesome. Yeah.
You're talking to you. Yeah.
I want to encourage you to take care of yourself and I want to
also receive some care from you,right?
And you don't want me to lose myself in trying to care for
you. You would then also want me to
keep hold of myself and hold my foundation and my strength, not
be only in that side and selfishas you say, but use that to also
(00:21):
be able to care for others. I understand sometimes people
are imbalanced. They're either losing themselves
in the process of over giving orthey're overtaking and they're
abandoning others in the processof their maybe even their
self-care or something or you know, self importance.
But we can still, from our side,care for ourselves, care for
others, and learn how to set those boundaries, which a lot of
(00:44):
work I do is about what I call discernment mappings.
Welcome to Sustainability Transformations podcast, where
we explore bold ideas to drive positive change for people,
community and business. And today's guest is
transformational, which is wise,relational, clarity driven and
(01:07):
spiritually grounded. Samaras Samarth is a global
facilitator, communication strategist, founder of Inner
Guidance Institute, have frameworks empower conscious
leaders, couples and change makers to cultivate
self-awareness, resolve conflictand lead from clarity and
connection. And the key goal of our
(01:28):
discussion is exploring inner sustainability, relational
mastery for meaningful change, where having that inner clarity
gives conscious leadership and relational intelligence for a
sustainable world. Amara, thank you so much for
joining. Your work weaves ancient wisdom
with modern psychology. What drew you to this path of
(01:49):
deep inner guidance and communication transformation?
What drew me to this work? Well, it's been a lifetime
pursuit for me, you could say. I mean, I was always very
interested in what is it that makes the world go around?
What is it that makes people take what is, you know, where's
all this coming from? I was sort of born with those
deep existential questions, sortof always looking at the bigger
(02:10):
pictures, just it's kind of a part of who I am.
Maybe it has to do with oppositeparents or something.
My father was a Southern Baptistpreacher and my mother was a
nurse and much more on the kind of scientific side.
And so I had a lot of yeah, justkind of big ideas floating
around and I, I really questioned everything.
So that, you know, that led me into my life and really wanting
(02:32):
to sort of unpack for myself what it means to live in
integrity. How do you master a life?
What does that look like? What's the power of human life?
And then I sort of stumbled intothe work I was doing by default
from experiences that I had, which we can talk about more if
that's interesting, and led me to the work that I'm doing
today, which is being able to work as a really like a
(02:53):
transformational consultant. I I do guidance, I do coaching,
I do communication training and strategy work there.
Yeah. And how it all kind of ties
together into the big picture ofliving an integral, masterful
life in all areas of your life. Tell us about the inner guidance
method. How does it help people
accelerate clarity and move through stackless?
(03:15):
Yeah. So as we were saying, you know,
everything starts with us here, Here we are, whether you're in
your, you know, your leadership or your, your business or your
work or your mission. And so I'm really interested in
relationship to self, relationship to others, and then
relationship to life itself. You can call that nature or the
environment or, you know, kind of the bigger picture of life.
And so the inner guidance methodis about getting in touch with
(03:39):
your actual inner guidance, you know, that part of you that has
clarity about the decisions thatyou're making and is not in
conflict. And most of the time we are in
conflict, you know, should I or shouldn't I?
And when we have that kind of inner confusion or turmoil, it's
very hard to take decisive action.
And if you are interested in living in integrity, you know,
(04:00):
you want to be clear so that youcan make decisions, so you can
be integral and you can do what you want to accomplish.
So this method, the inner guidance method, is a very
specific framework that I walk people through to answer for
themselves, their own truth. And as long as they're willing
(04:20):
to be honest with themselves, they will step themselves into
the aha moment and realize what they need to do.
Yeah, that's quite insightful. So why is internal alignment
foundational for that sustainable external
transformation? Why is the what alignment?
Alignment internal inside. Internal, yeah.
To be aligned inside, then helped with transforming
(04:43):
externally. Because you are the decision
maker in your life. So when you have internal
alignment, your external actionsare going to follow suit, right?
You know they're going to be incongruent with your belief
systems, with your inner knowingon your ideas.
So you got to get good with what's going on inside and and
have a way to access that. You don't have to be perfect,
(05:06):
but you have to be able to have a process in which you can think
for yourself and think with yourself to be in alignment for
the actions that you want to take.
In a life where most people are so busy with different
activities, whether it's busy because of work, busy because of
study, busy because of business,or just busy on social media or
(05:30):
other, you know, extra curricular activities.
What you see to be the key challenges that people face that
stops them from paying attentionto that inner voice or the inner
issues that they need the clarity with.
Sure. Do you want?
Yeah. You know how deep do you want to
(05:51):
go But. Yeah, please throw right in.
Yeah, it's, I mean, ultimately it has a lot of it has to do
with your relationship to fear. So when I say fear, often our
fear keeps us from facing the things we need to face.
So busyness can be a way that we're avoiding also addressing
some things, of course, but there's other things that are
(06:12):
not being addressed. What I've seen that people
really change their lives and really get aligned and integral
and start living what we call a fulfilling life because it is
aligned and you really are living on point with your
purpose, right? It's that's what I call the raw
mindset. So you are ready, able and
(06:32):
willing to breakthrough whateverdistractions are happening for
you and to really live so that your actions are aligned with
your purpose. So ready means you're ready to
take action now, you're ready toprioritize the right things in
that so-called busyness or the aligned things to kind of weed
out the things that are not aligned right.
(06:53):
So you're ready. That means now, not later.
If you're able to some degree, you're able to show up for
yourself. You're able to take decisions,
you're able to take small steps and then you're you're willing
to keep going. And especially when it's tough
or hard and the distractions arecoming in or though that.
Yeah. But thinking we really have to
clear up that. Yeah, yeah.
But you know, argument that's going on inside.
(07:15):
So what is it that gets people ready, able and willing to move
forward? Well, there's two driving
forces, inspiration and desperation.
Both of those will push you forward, right?
I'm a fan of inspiration. If you can use it, definitely
optimize your inspiration. But when things get desperate,
people take action and they learn they have to find another
(07:36):
way. So that's great because it means
we have a fail safe inside of usthat drives us to our greater
purpose. We're not, you know, robots.
Not yet. So we can still make decisions
to evolve. It's powerful with the
inspiration and desperation. Is it safe to assume that it's
better to have the inspiration and not desperation?
(07:57):
And perhaps I'll give you what I'm thinking about where, Yeah,
there's a former work colleague who mentioned that she was
always stable and willing to go on the gym or diet, you know, to
lose weight because of, you know, she wasn't quite
comfortable with her weight. But she didn't do it until the
(08:18):
desperation kicked in. So that's what I'm thinking
about to ask is it better to go towards inspiration than
desperation? Well, what do you think?
What Can you imagine? Do we want to wait until we are
sick or, you know, we're in painor we just can't take it
anymore? I mean, of course, even in my
(08:38):
own life, that's kind of when I really stepped into my bigger
transformation was when I was ina, you know, kind of a
desperate, my life was falling apart place.
And that had to do with the the divorce that I went through.
And that was something I did notwant to have happen in my life.
So it was real, a breakdown of my, you know, my, my ego, my
(09:00):
character, myself, identity. And I had to face a certain
reality at the time and to move through that.
And that's when I really decidedto understand myself better so
that I could have healthier relationships to myself and to
others. And it just really unpacked my
potential and my growth. But it was a desperate moment,
(09:20):
you know for sure. Now I follow inspiration.
Now I know that when I have thatlittle excitement about
something or I wonder what that could be about that sounds
interesting. Now I know to prioritize it and
not wait to not push it aside. Yeah, that's cute.
So you mentioned about knowing yourself.
There are some school of thoughts that would encourage
(09:43):
that you need to know yourself or even love yourself in order
to be able to love others. And then there are some would
say, oh, loving yourself is a bit self-centered.
How do you help give clarity around those school of thought
of know yourself? Because you know, my favorite
(10:05):
book says love your neighbor as yourself.
So that means that you need to love yourself so that you can
love your neighbor and not the other way around.
Hopefully that gives a context of what a question is around
navigating that knowing and loving.
Yourself. This is often a a long standing
question with people you know. Do you?
(10:25):
Do you? If you just love your neighbors,
you'll be OK. Hey, you know, if you just take
care of yourself, you'll be OK. Which one is it?
So I believe in what I call relationship squared, which
means there's four boxes to tickin a healthy relationship with
any others, your neighbor, your partner, whatever.
Ideally. So the ideal is take care of
(10:45):
myself. And I also care about you.
And then you care about yourself.
You take care of yourself and then you also care about me.
And when you have both of those and you build trust around that,
then you have a deeply empoweredrelationship or team or whoever.
And we say, I, I have to care about how you take care of
(11:06):
yourself. I want to encourage you to take
care of yourself. And I want to also receive some
care from you, right? And you don't want me to lose
myself and trying to care for you.
You would then also want me to keep hold of myself and hold my
foundation and my strength. Not be only in that side and
selfish as you say, but use thatto also be able to care for
(11:29):
others. I understand sometimes people
are imbalanced. They're either losing themselves
in the process of over giving orthey're overtaking and they're
abandoning others in the processof their maybe even their
self-care or something or you know, self importance.
But we can still from our side, care for ourselves, care for
others and learn how to to set those boundaries, which a lot of
(11:51):
work I do is around what I call discernment mapping.
So is it a healthy boundary or are you just stonewalling
someone and shutting down? Is this a healthy engagement
that you're involved in, or is this something unhealthy that
you're getting wrapped up in? So this is the gas in the brakes
of your life. And you have to have a healthy
(12:11):
relationship to that and know what unhealthy is.
We often say, you know, everyone's talking about healthy
boundaries, but nobody wants to be rejected.
And yet we have to be able to receive healthy rejection and
really, actually appreciate it for what it is and where it
directs us. And we should be able to give it
as well. And it should be something
(12:31):
that's respected. But there's a lot of
entanglement with unhealthy boundaries being set or not
being set. And so we have to have
discernment, which in my book means healthy judgment.
Not judgy judgment, you know, but the healthy judgment, that
healthy ability to assess for yourself what's right for you
and what's right for how you want to show up in the world.
(12:53):
We need to definitely bring thatback.
Yeah. Yeah, Yeah.
No, it's, it's OK to assume thatmost people would prefer yes.
But I've noticed that in some situations, whether it's a
boardroom or a leadership team where I've presented things
where I found out quicker I can get a no, it helps me to get
(13:15):
towards the next yes. And so I'm sharing how I think I
find it empowering being comfortable with the no, because
now I know that I would rather hear the no next month than wait
nine months, you know, to hear the no, because here the no next
month means I can go into the one that will get a yes, if that
makes sense. So I'm curious to know, yeah, to
(13:37):
go around that. So what is above the line
relating and how can it shift how we interact in leadership
teams or partnerships? Yeah.
So that's my Adler work or abovethe line relating is about that
discernment, understanding what is above the line or healthy
behavior and what is what is not.
(13:57):
So if you look at relationship squared and you say, how are my,
how's my team doing? Are they OK within themselves?
And it are they giving to the, the mission, the company, the
team, you know, whatever are they giving and able to give?
Is that in balance or is it not?Am I taking care of myself and I
able to give? And then of course, that's just
a principle. So then how do we actually live
(14:20):
that? That's where we get a lot into
the communication work and bringing a culture of healthy
communication. And we implement that into our
families, into our companies. And you really have to be, as
you know, a self aware family orself aware company of aware
couple who's working on that in order to decide that you don't
(14:41):
want a toxic relationship or toxic environment, you want a
healthy 1. So the Adler work shows you
exactly how to build that in your in your work.
Humanity upon to the last maybe 100 or 50 years have survived
based on scarcity of informationor books.
You have to go to a library to get information.
(15:02):
Now there's abundance of information around
communication. What are the signs someone is
communicating from below the line and how they can reset in
the moment? Yeah, so a lot of communication
has to do with, well, we're justinformation sharing.
You're either asking for information or you're giving
information. All conversations can boil down
(15:23):
to that. So I think you have to really
look at what what's your objective?
So if your objective is to have a healthy work environment and
you and you name what that is, you decide that that's a place
where people feel free to be honest, even if it's, you know,
tough truths to hear, so that wecan build real, you know,
programs, real services, real products that are actually, you
(15:46):
know, that we're honest about that are doing what we say we
want them to do. So I think that's kind of the
first starting point for me. Do you actually want an integral
experience in the, in your business, in your work, in your
creation, or do you just want tomake money at any cost?
So obviously those are not my, you know, my, my clientele.
We're talking about people that genuinely want to have a
(16:08):
masterful experience and they want to deliver something good
in their life. So once we understand the
objective, then it's about getting people to feel safe to
ask the right questions, the aligned questions, and to give
and feel safe to give the answers.
So it's a lot about structuring what, when does the question
come? And then how when you get an
answer, instead of jumping to conclusions, you know, and
(16:31):
you're thinking and you learn how to lean in instead of just
jump to assumptions and saying, OK, seems like this is
happening. Can you tell me about that?
And really getting to the heart of a negotiation in a really
healthy way. So I have 6 steps to negotiating
anything. It's been used for everything
from $1,000,000 deals to, you know, people getting promotions,
(16:51):
all kinds of things in, in business life, using it in
marriages and with your, with your kids.
And it invites non manipulative,healthy, genuine answers where a
person is not under duress and they're not afraid to find out
what's truly possible together. So once you have that objective,
you can work with this frameworkand then you start to build
(17:13):
really aligned things, beautifulthings.
So there's no room for, yeah, things that are unhealthy or
mixed and not a good fit, all ofthat would be weeded out.
And you have really incredible online teams are on the same
page and working together. That's good.
I'm curious to know, would you be able to summarize what those
6 steps are? Yeah, sure, sure I can.
(17:37):
And the thing about the steps and we teach them and I will
show you something that you can do when, when you're stuck in
your life and you want to know, how do I get out of this?
You know, I'm, I'm confused. Should I or shouldn't I, I want
to, but I don't, I do have a four part success formula that
you can start to untangle things, you know, quickly.
(17:58):
But when it comes to healthy communication, you have, I'll
tell you the framework and then I'll tell you that it's when we
go through this training, it's really a retraining in the way
you view life. It really does shift your whole,
what we call them Buddhism, yourworldview because often we're
thinking in different ways in which we are knowing, you know,
we're unknowingly kind of manipulating or controlling
(18:20):
things. So this really strips that away.
But we start with acknowledgement.
There's something that needs to be acknowledged and we find that
healthy acknowledgement. And it's like we're opening up
the defense patterns of the person we're talking to.
And there's like kind of 6 doorsthat you have to go through to
get someone to feel safe, to be honest with you.
Acknowledgement. The second step is radical self
ownership of the experience thatyou're having.
(18:42):
The third is vulnerability. And I know that's a very
confusing topic, so I can give you later my definition of
vulnerability. And the fourth one is you share
your need or your want or your desire.
And what is it 1234? The fifth one is you ask a very
specific question. And then the 6th 1 is you do the
handover and you end with an open-ended question to find out
(19:04):
what the person feels about whatyou've just shared with them.
So this is most in negotiations are kind of like I'll withhold
my cards and you withhold yours.And we kind of, you know, step
by step, see what's possible. This is very different.
This is where you stand up and say, here's what I am, here's
what I see, here's what I appreciate, here's what I
believe in, here's what I need, here's what I'm asking for.
(19:25):
What do you think? And we just get straight to
where are we at? And then so it cuts through a
lot of wasted time and it bringsyou into, yeah, just resolution.
So we're seeking above the line resolution.
You'll you'll feel good about the outcome whether you end up
being together or not, whether something goes through or not,
(19:47):
because you'll know it was the right thing.
Oh, that's good. It's in that transparency of
what people want. As you mentioned, they waste a
lot of time because in some business sectors or sales, they
tend to talk about start with what the other person wants
without really saying what you really, really want.
(20:07):
So that transparency no doubt helps.
Yeah. So this flips things around and
it's worked in sales people sales go up with this work, not
down because it builds trust. It builds trust.
And people, why when you know and they engage in things that
they trust. So instead of pressuring people
into something, even if it mightbe good for them, you know, but
(20:29):
you know, high pressure sales and you kind of use people's
objections against them and you know, to finally walk them into
something and it doesn't always leave the best feeling.
And you kind of end up with conveyor belt, you know, you
have to just keep going to new audiences, new leads, because
you're not really nurturing the people you're with.
So this this converts in a really great way because you're
building trust with your with your customers and people who
(20:50):
are truly misaligned. You'll see it right away.
And if somebody's really misaligned, they're going to
cause you a lot of troubles whenyou line up with them.
I mean, even if you just take their money and run, you know
that that's not going to live tolead to a long sustainable,
that's not going to be a sustainable business, right?
No, you're right. If you can get clients or
(21:11):
customers who are really aligned, engaged with what
you've sold them because, yeah, you know, I've bought things
where I've actually bought it, but I've walked away and I
think, how did I buy this? You know, clearly that kind of
feeling. There's no way I would recommend
that business to a friend. Yeah.
And again, that's not sustainable, not what you and I
(21:33):
are kind of talking about in thelong term, but I did, I did have
somebody come to me. He was trying to raise money for
his sustainable, he had a water project.
It was, it was brilliant, but hewas, he needed $1,000,000 in
funding and he wasn't two years,he couldn't get the funding for
his NGO. And I asked him how he was
asking and I could see why he wasn't getting the funding.
(21:57):
So we did the golden request andthe very next time he got his
funding, he went up to the investor and something like, for
example, I really appreciate, you know, your portfolio and
what you do and what you invest in.
For me, I'm, you know, I'm working on this thing that does
this and that. I'm super excited about it.
I would love to show you the proposal so that you have a
(22:19):
chance to see, you know, we are your opportunity here.
Could I send it to you this week?
What do you think? What do you think the investor
said? Yeah, sure.
Said yes, sure. Yeah, yeah.
And then he saw it and he loved it and he's like, I'm in.
That was the golden request. So it's natural, it's powerful,
it's bold, it's clean. And if somebody's the yes,
you're gonna find them. You're gonna bring that out in
(22:40):
them. Make it.
It makes it easy for people to say OK.
What gets in the way of meaningful connection and repair
in most professional or personalrelationships?
Yeah, again, the relationship tofear, one of the ways that we
sort of hide behind fear or let the fear get the best of us is
pretending. I think that's a big one,
(23:01):
letting our defenses get in the way.
If you look at relationship studies, there are things that
get in the way, how our defenses, criticism,
stonewalling, contempt, you know, things that are just not
that healthy aligned attitude where we're curious and we're
open and we're we're being honest with each other.
So when you find the formula to kind of strip those things out
(23:22):
and decide you're going to come to the table really honest and
open, taking care of yourself inthe process, really listening to
yourself and listening to others, then you start to be
able to build a, you know, really good dynamic from there.
Yeah. That's it.
So how does mutual respects reshape outcomes, especially
when I I stick so emotionally charged moment?
(23:45):
Yeah, learning, you know, remembering your, your ethics
and your values, like we say it,but you actually have to live
it. So always remembering you're on
the same team, you know, we're on the same team, even if if we
disagree and we're fighting for different objectives or whatever
the objective might be in the background, remembering we are
on the same team. So with your business partner,
(24:06):
with your life partner, with your children, we're on the same
team. So you don't want to damage
somebody on your team. You can be passionate and you
can disagree, but just like a, you know, a sports team you
wouldn't like, you know, I don'tknow, like sucker punch someone
on the team, right? That's on your team.
(24:27):
Yeah. You know, that's going to
breakdown your team. You would you just wouldn't do
that. So you got to keep the same.
You've got to remember we're notagainst each other.
So if you go into a real, are you going into a relationship to
be right and to kind of feed your demons, so to speak, your,
you know, your negativity and tohave someone to prove, you know,
to fight against and prove things to yourself?
(24:48):
Or are you there to actually build an aligned relationship,
maybe even a masterful relationship or what I call a
mountaintop relationship. When you decide to build or that
Unicorn company, you know, if you decide to build, that
alignment is everything. When somebody I coach, so this
company to Google for $20 million and alignment is
everything. You got to stay on the same team
(25:10):
with you. That doesn't mean agreeing all
the time. You're free to speak what you
see differently in your point ofview, and often the truth is
somewhere in the middle of thosetwo perspectives.
That's usually the case. And so people grow together, and
that's part of the teamwork, youknow?
There is a lot of evidence that shows, thought Leader once told
me. Sometimes when teams are arguing
(25:32):
or discussing whether to choose between A&B, the the answer is
actually AC or AD. Exactly.
Yeah, exactly. Yeah.
That's good. So how do you define legacy
level leadership and what inner work is required to truly embody
it? So, so legacy, well, I like to
(25:53):
say that everyone leaves a legacy.
You know, everyone's leaving some sort of impact, some legacy
in the world. Grandparents, you know, your
parents, everybody leaves a legacy in some way, an impact in
their families, in their communities or whatever.
So it's not just for generational wealth or people
who build huge companies or, youknow, global initiatives.
Everyone's an impactor, especially parents and teachers,
(26:16):
and everyone leaves a legacy. But I did end up working in this
world of generational wealth that's been handed down and
built not just through one lifetime, but several lifetimes,
and also companies that have been built.
Now you can scale things very quickly, you know, into kind of
bigger things very quickly. And I'm finding that people
(26:38):
really want integrity. They and especially the ones
taking over generational wealth,they want to be more integral
maybe than their great grandfathers were and how they
built the company. So there's a lot of high
integrity ethics that are wanting to be built and
acknowledged. And you know, when they, when
they take that on. So it's really how to show up
impeccable, as we say, with yourwords and your actions and to
(27:02):
really care and to show that youcare and invite other people to
care and care together and not turn away from the important
issues or the elephants in the room.
And I just go straight to them. We just go straight to, you
know, whatever the elephant is in the room.
And I put it straight on the table.
And we're going to face it now because we're courageous people
(27:23):
who decide to look at what is hard to look at and then they
realizing that it's not that hard.
Actually, sometimes it can feel like it, but not for long.
It's actually harder to not lookat things.
Eventually that will come back and bite you, right?
That's good. Interesting.
I've been thinking about authenticity.
(27:44):
I've been authentic a lot in thelast few weeks and perhaps you
or the audience will forgive me if I interchange or use
authentic as the integrity. And I've looked in leaders on
world stage, you know, I won't mention names, but if you look
around the world, there's been afew leaders, people perceive
them to be authentic. And even though they may have
(28:06):
come out to be the elected ones or they have come out to be what
people may perceive not to be good, but because a lot of
people will say, I can relate tothem, they are authentic.
And the reason for sharing that is people can actually sense
authenticity, integrity. And it's just to highlight how
(28:26):
important leaders or in relationships people have to
sure that. So I'm curious to know, yeah, if
you want to add anything or we can explore other areas as well
on the integrity. Yeah, and authenticity, again,
healthy or unhealthy, because you could be authentic to your
very toxic nature, right? You could be authentic to that.
(28:48):
You could be aligned with that. It doesn't mean it's going to be
healthy. If you're authentic, what are
you authentic to or with inside of you?
Yeah. So integrity and integral to
what? You could be integral to all
kinds of things. So this is where we really have
to dig deep and say, what do I want to be integral to?
(29:08):
Right. What do I want to be?
What kind of authenticity do I want to show up with?
And I think that's a deeply personal journal, a journey for
everyone to really touch to the heart of what is important to
them. And do they have the courage to
live by it and show up for it? That's good.
So as your final thought, Amara,what is your final thought for
(29:33):
the audience who are listening, whether in their personal
relationships or in their professional relationships or
journey or work or business, whichever area, Can you leave
your final thoughts to the audience please?
Yeah, I like to you know, I havea lot of principles and things
that I teach, but I really like people to be self empowered.
(29:55):
So I'll live leave with four things you can ask yourself if
you find yourself in a difficultsituation in any area of your
life. And it's it's a bigger topic,
but it's based on the four pillars of success.
And put it succinctly, just ask yourself, what do I need to
acknowledge right now? And you can do that by saying
(30:16):
what I need to remember is because often remembrances is a
is a good kind of acknowledgement.
So what I need to remember is and then you answer that for
yourself. What's the, what do I need to
say no to? You know, what's the boundary
that the brakes that I need to step on right now?
So what I need to stop tolerating is or what I need to
(30:36):
say no to is and then on the gasside, what do I need to allow
more of in my life? So what do I need to say yes to?
What do I need to prioritize? And once you get those three,
now you're going to feel feel safe to ask the last one is what
I need to stay open to. And so you would just say to
yourself, OK, I need to stay open to.
And it's something that you don't yet know, but you're
(30:58):
curious about. And once you know what you can't
do anymore and what you must do,what you need to pay attention
to, you're going to have some confidence and some safety in
order to feel yourself and beingable to stay open.
That's great. So that's a good way to kind of
just crack the code and go straight into some self support.
Huge thank you to Amara for yourtime and the incredible insights
(31:22):
around those purpose driven relationship communication.
We've covered a whole lower ground.
If listeners really like your work and would like to know
more, where can they find you? Yeah.
Izzy, just go to amarasamata.comand you can, you can see some
things that I, I do there and you can always reach out to me,
schedule an appointment with me and I can talk to you about my
(31:45):
work privately or group work that I'm doing as well.
Business, professional or spiritual, I work into all
realms together. OK.
That's great. Thank you so much once again.
Thank you. Thanks for having me.
Awesome. Yeah.
You're talking to you. Yeah.
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