September 21, 2025 • 25 mins
Is failing to prepare the death call of transformational leadership?
Yes, but not in the manner you may be accustomed to. The planning I’m recommending is the planning for undergoing the individual transformation required to lead the organisational transformation you're looking for - for your personal and professional life.
People at work or in your personal life who have achieved something extraordinary and who live lives known as rewarding and uplifting have a clear and compelling plan for achieving what’s important to them - let's explore in more details.....
Yes, but not in the manner you may be accustomed to. The planning I’m recommending is the planning for undergoing the individual transformation required to lead the organisational transformation you're looking for - for your personal and professional life.
People at work or in your personal life who have achieved something extraordinary and who live lives known as rewarding and uplifting have a clear and compelling plan for achieving what’s important to them - let's explore in more details.....
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:08):
Again, everyone, we continue journey talking about the preparation principle.
This week we look at the old adage they all
day saying, failing to prepare means preparing to fail. Is
failing to prepare the death knell of transformational leadership. I
(00:31):
say yes, but maybe not in the manner you're accustomed to.
Planning that I am talking about is the planning for
undergoing the individual transformation required to lead the organizational transformation
that you're looking for. And the purpose principle I talked
(00:52):
about defining your purpose. It's not the same as looking
at life through rose colored glasses. Purpose meaning in senigamans
are not what you call softball questions, but rather hardball,
strategic life questions that my clients, my coaches courageously ask
(01:18):
themselves and for many many years, too many years, the
existency of your daily to do list forces you into
what's classes are trying to a transactional way of engaging
with life, and leads to never planning to live the
(01:39):
most rewarding and enriching life. It's just not in the plans,
so it's not going to happen. People at work are
in your personal life who have achieved something extraordinary and
live lives to find their rewarding and upltting have a
(02:00):
clear and compelling plan for achieving what's really important to them.
Speaker 2 (02:06):
In this podcast, I want to take any theory and
convert it into actionable next steps.
Speaker 1 (02:16):
There's a rum I don't believe there's a one size
fits all prescription for planning your leadership. The seven principles
have existed for millennia and the transformed cultures most positively.
Speaker 3 (02:32):
As well as negatively.
Speaker 1 (02:34):
What I'm convinced of beyond the shadow of doubt is
that once you have a leadership process you believe in
and you have a purpose that's so compelling from you,
you're smart enough, talent enough to make a decisive plan
for your leadership. So on this podcast, I'm not taking
(02:56):
the position of the sage on the stage handling and
handing you stone tablets with ten strategies for leading the
organizational transformation you want. Instead, I'm respecting your intelligence and
commitment and acting as a guide by your side as
(03:17):
a fellow traveling guide to executive entrepreneurs on the road
to flourishing. And what I'm doing sharing you with my
colleagues have found most successful. What they've done for personal
and organizational transformations. In turn, you'll have a wee prescription
(03:38):
to your next steps that you can personalize in ways
that work specifically for you. The preparation principle outlines what
successful leaders do above and beyond the other six principles.
There's three characteristics that transformational leaders are continuously planning into
(04:03):
their daily work of leading their organization. Number one, transformational
leaders they wake up. The first thing transformational leaders plan
and do.
Speaker 3 (04:16):
Is that waking wide alert, not in.
Speaker 1 (04:20):
The sense of opening their eyes first thing in the
morning getting out of bed, which they do and everything
else does, but they wake up to their hopes, dreams
and aspirations. They wake up to the impact they have
on others. They wake up to what they'll do, what
they'll do well, and why they're not doing so well,
(04:44):
and what they'll need.
Speaker 3 (04:45):
To do to get better.
Speaker 1 (04:48):
Waking up in this sense is the process of continually
looking at the activities, actions, and mindset you have, your
leadership you have and seeing yourself clearly through the eyes
of the people who really matter most to you. Then
wake up to their actions. Other have to their their emails, voicemails, meetings,
(05:13):
that they're holding. They're also waking up and seeing clearly
what their triggers and vices are. For example, they come
to fact that when the senior most executive and their
organization attends one of their meetings, they become overly forceful
and describe the working, grandios and overly productive ways. Transformational
(05:41):
leaders wake up to their impact with others as a
catalyst for either greater or lesser performance. Transformational leaders wake
up next thing they do the leaders they grow up.
When transformationally grow up, they take one hundred percent responsibility
(06:03):
of their actions and their impact. They didn't shy away
in any manner or form to fact that they have
a responsibility to positively impact those that they lead. In turn,
they take one hundred percent responsibility for their actions and decisions.
Speaker 3 (06:24):
They do it willingly.
Speaker 1 (06:26):
They have grown on into the realization that people are
continually watching them and taking cues as what's important to
them and how they should behave what do we see
here and feel? They also grow up to the fact
that many workers don't like to be held accountable at
One of their primary jobs is to row model accountability
(06:50):
and truth telling. This is not theoretical for transformational leaders,
but it's planned into their work, and they do it
in a daily and weekly basis, So we have transformational
leaders waking up, growing up.
Speaker 3 (07:08):
The third one is.
Speaker 1 (07:10):
They show up. By showing up, we're not reversing just
physically being present, but mentally and emotionally present. By showing up,
transformational leaders are woken up to the priorities and promises
necessary to achieve their purpose as well as execute on
(07:32):
their projects. They plan behavior, these specific actions that send
a leadership message in purposeful and powerful ways. Transformational leaders
recognize that the only tool they have in their toolbox
is themselves. That is so liberating as well as frightening,
(07:55):
isn't it you? You alone are the v by which
one or two things happens.
Speaker 3 (08:03):
Had said, extra.
Speaker 1 (08:05):
Ordinary performance or you've got it downside, just static every
day ordinary performance. By your actions, people will know what
you stand for, what you value, your hope for, and
what you'll reward. This showing up process is never ending
for transformational leaders, and frankly, they don't want it to be.
(08:30):
Transformational leaders recognize that doing transformational work is not a
painting by numbers exercise, nor is it a straight line
point of A to B and devor. There's circusius routes
that occasionally take leaders down dead end roads. And while
(08:50):
many people think or may think this is a waste
of time, the transformational leader looks looks at these diversions
as an excellent, tremendous opportunity to shop and as a
continual learner, that being a learner who aspires to innovate
(09:11):
and grow based on their successes as well and most importantly,
their failure. In order for you to plan for success
and satisfaction, you need to continually wake up, grow up,
and show up.
Speaker 3 (09:30):
If you don't.
Speaker 1 (09:32):
Embrace these traits and characteristics, then life is a journey.
You get it with accidental outcomes. Our preparation principle and
this podcasts and Planning is not about how to manage
your calendar specifically, but rather strives and press upon you
(09:54):
that living your purpose, priorities and promises each day is
a choice, a personal choice that you must make purposefully.
Otherwise it just what happened will happen. With intention and
attention to your leadership as well as your personal life.
(10:14):
Your life plan is one of your design. It's not accidental.
We're now going to talk about waking up and growing
up and also showing up to what you can learn
from a sixteenth century monk by the name of Ignatius, you'd.
Speaker 3 (10:38):
Be asking who was this? Ignatius of Lolola.
Speaker 1 (10:44):
Lolola was a hot headed, rich kid born into nobility
in sixteenth century Spain. He joined the army seventeen and
was knowing for strutting around with his cape swung open
to show of his legs and tight fitting hoes and
a horse. He was a womanizer, had a big ego
(11:07):
in a quick temper that had to rely on his
privileged status to escape prosecution for Numa's violent crimes. At
the Battle of Pamplona in fifteen twenty one, he was
gravely injured when a cannon ball hit him and the legs,
(11:28):
wounding his right leg and fractioning the left in multiple places.
He came back home to his father castle in Loyola,
where he underwent several surgical operations to repair his legs.
Speaker 3 (11:45):
I think he.
Speaker 1 (11:45):
Bones set and then reset when his vanity got the
best of him. His vanity was that he had his
legs rebolting because he thought his legs would look bag
and tights. And this may had was before the days
of anesthesia. Think about that for a wee minutes. The
(12:07):
vanity narcissism of Ignatius was profound. But here's where it
gets a wee bit interesting. Ignatius, it will come to
direction his life was going. He saw devices, addictions, and
ways of being in the world that led him away
(12:29):
from what was good, uplifting and the eternal and towards
what was selfish, narcissistic.
Speaker 3 (12:36):
And ego driven.
Speaker 1 (12:40):
He went through a spiritual conversation that led, after many years,
to creation of the religious order the Jesuits. Today there's
some sixteen thousand plus Jesuit priests, brother scholastics, novices worldwide,
with which represent the land who's made religious order in.
Speaker 3 (13:05):
The Catholic Church.
Speaker 1 (13:08):
Jesuits sur pastors and parishies, teachers and chaplain They're also doctors, lawyers,
and astronomers. The care for the whole person body, mind.
Speaker 3 (13:17):
And soul.
Speaker 1 (13:18):
In their education ministries, they seek out to nurture men
and women for ours. All this came from what was
an ego driven drag, good boiled, rich, good, Ah, you've
got it. And what Ignatius left behind is the current.
(13:41):
Central part of what is called Ignatiuan spirituality is all
about the examination of consciousness. This involves a fifteen minute,
once or twice daily examination of the days active and
how we yes we respond to them. Well, I I've
(14:07):
practiced this a form of ignante spirituality for a number
of years. I'm not a suggesting you embrace it. What
I'm suggesting is that the practice Ignantius suggested it is
transformational in its ability to increase the awareness of ourselves
(14:28):
under the worldly we experience. When you're a wee bit overwhelmed,
over burdened, or overscheduled as a leader, you need a
process for pulling back the layers the way of seeing
the working people you interact with, and infuse transformational discernment
process into your daily activities. The variation of Ignantius's examination
(14:55):
that I'm going to share with you is, without doubt,
the fastes with the leaders to facility their on in
the visual transformation. If you use this process once a day,
you'll grow faster and be capable of leading others with
greater clarity, greater focus. A wee snapshot of what Ignatius
(15:20):
taught and Examination of consciousness. Five parts to the process.
Five questions that, when answered purposefully thoughtfully, will take fifteen
minutes to answer. They are Number One creation, Where did
(15:41):
I see universal love expressed or received today? Ignatius believe
that the whole world was created from love and love
and for love. He helped Jesuits pay attention to all
creation as an act of love, to intentionously and purposely
(16:02):
seek out example of things created in love and for love.
Where did I experience universal presence today? Ignanteous believed we
call God or source was hiding in plain sight, and
(16:22):
we didn't need to go looking for the divine, but
what we needed was to simply be more aware of
where the divine or source was hiding in plain sight.
This question raises awareness to the universal, live to the divine,
and asks for examples of where our universal present, our
(16:47):
universal source was felt or seen. Three Memory, What were
the events today there was a violation of blood of love.
Speaker 3 (17:01):
Done to me or by me?
Speaker 1 (17:04):
This was a real biggie for Ignatius when he asked
priests to do was to review every moment of their day,
from rising from bed all the way through going back
to it. He wanted Jesuits to become acutely aware of
their effective states.
Speaker 3 (17:23):
For you and me, He wanted us.
Speaker 1 (17:26):
To pay attention to the kid with his jeans hanging
twelve inches of his waist with the earbuds slowly walking
across his zebra across oblivious to us at all. Ignatius
would want to know I reactioned him, and would say
(17:47):
to all of us today, the understanding the actions we have,
how we react to things is really essential.
Speaker 3 (17:55):
If we're going to leave others lead a movement.
Speaker 1 (17:58):
We have to understand ourselves and la of our strengths
as well as their shortcomings. Fourth aspect mercy, Where I
do I need universal or God or sources mercy?
Speaker 3 (18:13):
Today?
Speaker 1 (18:14):
May I suggest we never live up fulluter potential. We
can fall short and disappoint people. This question is really
there to remind people that we do have shortcomings and
that we can be extended forgiveness just as we can
(18:34):
voc of others. Five The whole question about the future eternity.
What am I excited about for tomorrow and why? This
last question is rooting the belief that creating, as we're
saying here and you having an Earth as a co
creator with what it's called the universe or the divine,
(19:00):
The question is what'll I create tomorrow and what is
exciting about doing.
Speaker 3 (19:06):
That for me?
Speaker 1 (19:10):
Learn this podcast we said, discernment is what we can
learn from Saint Ignatius. Discernment about yourself primarily, but equally
is important discernment about others and how their thoughts, words,
are actions trigger a response to you. And here's a
(19:35):
wee variation of Ignantius questions, but with the same intent
of creating a transformational perspective of yourself and others. So
as Gandhi had said, once be the change, Be the
change you want to see in the world. This is
(19:56):
what I call it times, the victory, the victory review.
At the end of each day, it's a transformation personal examination.
Number one, Where did I create the most value and
or well being today? Every day we have an opportunity
(20:18):
and a responsibility to plant in the hearts and minds
of a worker's colleagues, customers something.
Speaker 3 (20:26):
Of value your well being.
Speaker 1 (20:29):
Identifying one, two, or three ways to create value.
Speaker 3 (20:32):
Well being today.
Speaker 1 (20:33):
Over time you will see this as part of your
professional life. I see it more and more clearly, and
it will still greater conference encourage and you as well
as more credibility into connection with everyone that you're interacting with.
Number two, Where was I most present in the moment today?
(20:55):
Too often leaders are either living in the past or
living in an event from weeks, months, even years ago.
This as I'm living in fear of repeating this event,
or they're living in the future. To extent they're disconnected
from important insights and impact of the present. This question
(21:15):
pulls you towards the current moment. Living in the current
moment so to see at times and what places are
most connected and present.
Speaker 3 (21:28):
This is a.
Speaker 1 (21:29):
Powerful clue as to what part of your work is
the most captivating for you.
Speaker 3 (21:35):
Where were you most present in the moment?
Speaker 1 (21:39):
For where'd I regret not living up.
Speaker 3 (21:42):
To my highest potential today?
Speaker 1 (21:45):
Let's be real, there are parts of the day that.
Speaker 3 (21:48):
Don't go well.
Speaker 1 (21:50):
We do some say, something that has put a negative
impact on someone or damages or reputation. When you can
see these events clearly and then them, we are living responsibly.
Over time, you could see patterns to your shortcomings, and
with the help of the other principles a culture and mentor,
(22:12):
you can devise strategies for reducing or even illuminating them.
But change in the say requires seeing and owning the shortcoming. However,
a word of caution this question can bring out your
worst critique and become an opportunity to beat up yourself.
(22:34):
Avoid this by paying attention to the praising principle Number five.
Speaker 3 (22:41):
It's the learning, is it moving forward?
Speaker 1 (22:43):
What am I excited about creating tomorrow? And why? This
is the part that most people like. They are action
orienteding leaders who want to get going.
Speaker 3 (22:54):
Do some planning.
Speaker 1 (22:55):
Yes, it's imporing to know what you'll create from one
day to next, but only when your plans for tomorrow
are insightfully informed by today. Isolate two or three things
you want to create and why it's important to you.
What's your reaction to these questions to see them as helpful, valuable, provocative,
(23:21):
time wasting, naval gazing, and impediment to doing good work,
the work that matters most you. Whatever your action, keep it,
keep this in mind. These questions they're not meant to
be time wasters. They're meant to be are They are,
in fact, performance acceleators. What the people that you lead
(23:46):
want most of all is to trust your respects for
you and have meaningful personal connection with you so they
can come along alongside of you and create something noteworthn transformational.
They want that from you, but they can't. But you
(24:07):
can't give that to them unless you trust, respect, and
have a tremendous solid personal connection with yourself. This transformation
examine will help you build the connection and been doing it,
transform your leadership as well as create a mindset of
(24:28):
innovation and growth. We've talked about options for how to
prepare for the leadership adventure before you. Each strategy for
preparation is assisted with the transformational examination we're going to
suggest to you.
Speaker 3 (24:48):
We sit down, nice, andy.
Speaker 1 (24:50):
Relaxed cup of tea cup of coffee, and we'll have
a wee discussion of how to integrate all of the
principles and set you on the path to personal and
organizational transformation.
Speaker 3 (25:06):
Till then dream there and dazzle your world. Goodbye now,
Again, everyone, we continue journey talking about the preparation principle.
This week we look at the old adage they all
day saying, failing to prepare means preparing to fail. Is
failing to prepare the death knell of transformational leadership. I
(00:31):
say yes, but maybe not in the manner you're accustomed to.
Planning that I am talking about is the planning for
undergoing the individual transformation required to lead the organizational transformation
that you're looking for. And the purpose principle I talked
(00:52):
about defining your purpose. It's not the same as looking
at life through rose colored glasses. Purpose meaning in senigamans
are not what you call softball questions, but rather hardball,
strategic life questions that my clients, my coaches courageously ask
(01:18):
themselves and for many many years, too many years, the
existency of your daily to do list forces you into
what's classes are trying to a transactional way of engaging
with life, and leads to never planning to live the
(01:39):
most rewarding and enriching life. It's just not in the plans,
so it's not going to happen. People at work are
in your personal life who have achieved something extraordinary and
live lives to find their rewarding and upltting have a
(02:00):
clear and compelling plan for achieving what's really important to them.
Speaker 2 (02:06):
In this podcast, I want to take any theory and
convert it into actionable next steps.
Speaker 1 (02:16):
There's a rum I don't believe there's a one size
fits all prescription for planning your leadership. The seven principles
have existed for millennia and the transformed cultures most positively.
Speaker 3 (02:32):
As well as negatively.
Speaker 1 (02:34):
What I'm convinced of beyond the shadow of doubt is
that once you have a leadership process you believe in
and you have a purpose that's so compelling from you,
you're smart enough, talent enough to make a decisive plan
for your leadership. So on this podcast, I'm not taking
(02:56):
the position of the sage on the stage handling and
handing you stone tablets with ten strategies for leading the
organizational transformation you want. Instead, I'm respecting your intelligence and
commitment and acting as a guide by your side as
(03:17):
a fellow traveling guide to executive entrepreneurs on the road
to flourishing. And what I'm doing sharing you with my
colleagues have found most successful. What they've done for personal
and organizational transformations. In turn, you'll have a wee prescription
(03:38):
to your next steps that you can personalize in ways
that work specifically for you. The preparation principle outlines what
successful leaders do above and beyond the other six principles.
There's three characteristics that transformational leaders are continuously planning into
(04:03):
their daily work of leading their organization. Number one, transformational
leaders they wake up. The first thing transformational leaders plan
and do.
Speaker 3 (04:16):
Is that waking wide alert, not in.
Speaker 1 (04:20):
The sense of opening their eyes first thing in the
morning getting out of bed, which they do and everything
else does, but they wake up to their hopes, dreams
and aspirations. They wake up to the impact they have
on others. They wake up to what they'll do, what
they'll do well, and why they're not doing so well,
(04:44):
and what they'll need.
Speaker 3 (04:45):
To do to get better.
Speaker 1 (04:48):
Waking up in this sense is the process of continually
looking at the activities, actions, and mindset you have, your
leadership you have and seeing yourself clearly through the eyes
of the people who really matter most to you. Then
wake up to their actions. Other have to their their emails, voicemails, meetings,
(05:13):
that they're holding. They're also waking up and seeing clearly
what their triggers and vices are. For example, they come
to fact that when the senior most executive and their
organization attends one of their meetings, they become overly forceful
and describe the working, grandios and overly productive ways. Transformational
(05:41):
leaders wake up to their impact with others as a
catalyst for either greater or lesser performance. Transformational leaders wake
up next thing they do the leaders they grow up.
When transformationally grow up, they take one hundred percent responsibility
(06:03):
of their actions and their impact. They didn't shy away
in any manner or form to fact that they have
a responsibility to positively impact those that they lead. In turn,
they take one hundred percent responsibility for their actions and decisions.
Speaker 3 (06:24):
They do it willingly.
Speaker 1 (06:26):
They have grown on into the realization that people are
continually watching them and taking cues as what's important to
them and how they should behave what do we see
here and feel? They also grow up to the fact
that many workers don't like to be held accountable at
One of their primary jobs is to row model accountability
(06:50):
and truth telling. This is not theoretical for transformational leaders,
but it's planned into their work, and they do it
in a daily and weekly basis, So we have transformational
leaders waking up, growing up.
Speaker 3 (07:08):
The third one is.
Speaker 1 (07:10):
They show up. By showing up, we're not reversing just
physically being present, but mentally and emotionally present. By showing up,
transformational leaders are woken up to the priorities and promises
necessary to achieve their purpose as well as execute on
(07:32):
their projects. They plan behavior, these specific actions that send
a leadership message in purposeful and powerful ways. Transformational leaders
recognize that the only tool they have in their toolbox
is themselves. That is so liberating as well as frightening,
(07:55):
isn't it you? You alone are the v by which
one or two things happens.
Speaker 3 (08:03):
Had said, extra.
Speaker 1 (08:05):
Ordinary performance or you've got it downside, just static every
day ordinary performance. By your actions, people will know what
you stand for, what you value, your hope for, and
what you'll reward. This showing up process is never ending
for transformational leaders, and frankly, they don't want it to be.
(08:30):
Transformational leaders recognize that doing transformational work is not a
painting by numbers exercise, nor is it a straight line
point of A to B and devor. There's circusius routes
that occasionally take leaders down dead end roads. And while
(08:50):
many people think or may think this is a waste
of time, the transformational leader looks looks at these diversions
as an excellent, tremendous opportunity to shop and as a
continual learner, that being a learner who aspires to innovate
(09:11):
and grow based on their successes as well and most importantly,
their failure. In order for you to plan for success
and satisfaction, you need to continually wake up, grow up,
and show up.
Speaker 3 (09:30):
If you don't.
Speaker 1 (09:32):
Embrace these traits and characteristics, then life is a journey.
You get it with accidental outcomes. Our preparation principle and
this podcasts and Planning is not about how to manage
your calendar specifically, but rather strives and press upon you
(09:54):
that living your purpose, priorities and promises each day is
a choice, a personal choice that you must make purposefully.
Otherwise it just what happened will happen. With intention and
attention to your leadership as well as your personal life.
(10:14):
Your life plan is one of your design. It's not accidental.
We're now going to talk about waking up and growing
up and also showing up to what you can learn
from a sixteenth century monk by the name of Ignatius, you'd.
Speaker 3 (10:38):
Be asking who was this? Ignatius of Lolola.
Speaker 1 (10:44):
Lolola was a hot headed, rich kid born into nobility
in sixteenth century Spain. He joined the army seventeen and
was knowing for strutting around with his cape swung open
to show of his legs and tight fitting hoes and
a horse. He was a womanizer, had a big ego
(11:07):
in a quick temper that had to rely on his
privileged status to escape prosecution for Numa's violent crimes. At
the Battle of Pamplona in fifteen twenty one, he was
gravely injured when a cannon ball hit him and the legs,
(11:28):
wounding his right leg and fractioning the left in multiple places.
He came back home to his father castle in Loyola,
where he underwent several surgical operations to repair his legs.
Speaker 3 (11:45):
I think he.
Speaker 1 (11:45):
Bones set and then reset when his vanity got the
best of him. His vanity was that he had his
legs rebolting because he thought his legs would look bag
and tights. And this may had was before the days
of anesthesia. Think about that for a wee minutes. The
(12:07):
vanity narcissism of Ignatius was profound. But here's where it
gets a wee bit interesting. Ignatius, it will come to
direction his life was going. He saw devices, addictions, and
ways of being in the world that led him away
(12:29):
from what was good, uplifting and the eternal and towards
what was selfish, narcissistic.
Speaker 3 (12:36):
And ego driven.
Speaker 1 (12:40):
He went through a spiritual conversation that led, after many years,
to creation of the religious order the Jesuits. Today there's
some sixteen thousand plus Jesuit priests, brother scholastics, novices worldwide,
with which represent the land who's made religious order in.
Speaker 3 (13:05):
The Catholic Church.
Speaker 1 (13:08):
Jesuits sur pastors and parishies, teachers and chaplain They're also doctors, lawyers,
and astronomers. The care for the whole person body, mind.
Speaker 3 (13:17):
And soul.
Speaker 1 (13:18):
In their education ministries, they seek out to nurture men
and women for ours. All this came from what was
an ego driven drag, good boiled, rich, good, Ah, you've
got it. And what Ignatius left behind is the current.
(13:41):
Central part of what is called Ignatiuan spirituality is all
about the examination of consciousness. This involves a fifteen minute,
once or twice daily examination of the days active and
how we yes we respond to them. Well, I I've
(14:07):
practiced this a form of ignante spirituality for a number
of years. I'm not a suggesting you embrace it. What
I'm suggesting is that the practice Ignantius suggested it is
transformational in its ability to increase the awareness of ourselves
(14:28):
under the worldly we experience. When you're a wee bit overwhelmed,
over burdened, or overscheduled as a leader, you need a
process for pulling back the layers the way of seeing
the working people you interact with, and infuse transformational discernment
process into your daily activities. The variation of Ignantius's examination
(14:55):
that I'm going to share with you is, without doubt,
the fastes with the leaders to facility their on in
the visual transformation. If you use this process once a day,
you'll grow faster and be capable of leading others with
greater clarity, greater focus. A wee snapshot of what Ignatius
(15:20):
taught and Examination of consciousness. Five parts to the process.
Five questions that, when answered purposefully thoughtfully, will take fifteen
minutes to answer. They are Number One creation, Where did
(15:41):
I see universal love expressed or received today? Ignatius believe
that the whole world was created from love and love
and for love. He helped Jesuits pay attention to all
creation as an act of love, to intentionously and purposely
(16:02):
seek out example of things created in love and for love.
Where did I experience universal presence today? Ignanteous believed we
call God or source was hiding in plain sight, and
(16:22):
we didn't need to go looking for the divine, but
what we needed was to simply be more aware of
where the divine or source was hiding in plain sight.
This question raises awareness to the universal, live to the divine,
and asks for examples of where our universal present, our
(16:47):
universal source was felt or seen. Three Memory, What were
the events today there was a violation of blood of love.
Speaker 3 (17:01):
Done to me or by me?
Speaker 1 (17:04):
This was a real biggie for Ignatius when he asked
priests to do was to review every moment of their day,
from rising from bed all the way through going back
to it. He wanted Jesuits to become acutely aware of
their effective states.
Speaker 3 (17:23):
For you and me, He wanted us.
Speaker 1 (17:26):
To pay attention to the kid with his jeans hanging
twelve inches of his waist with the earbuds slowly walking
across his zebra across oblivious to us at all. Ignatius
would want to know I reactioned him, and would say
(17:47):
to all of us today, the understanding the actions we have,
how we react to things is really essential.
Speaker 3 (17:55):
If we're going to leave others lead a movement.
Speaker 1 (17:58):
We have to understand ourselves and la of our strengths
as well as their shortcomings. Fourth aspect mercy, Where I
do I need universal or God or sources mercy?
Speaker 3 (18:13):
Today?
Speaker 1 (18:14):
May I suggest we never live up fulluter potential. We
can fall short and disappoint people. This question is really
there to remind people that we do have shortcomings and
that we can be extended forgiveness just as we can
(18:34):
voc of others. Five The whole question about the future eternity.
What am I excited about for tomorrow and why? This
last question is rooting the belief that creating, as we're
saying here and you having an Earth as a co
creator with what it's called the universe or the divine,
(19:00):
The question is what'll I create tomorrow and what is
exciting about doing.
Speaker 3 (19:06):
That for me?
Speaker 1 (19:10):
Learn this podcast we said, discernment is what we can
learn from Saint Ignatius. Discernment about yourself primarily, but equally
is important discernment about others and how their thoughts, words,
are actions trigger a response to you. And here's a
(19:35):
wee variation of Ignantius questions, but with the same intent
of creating a transformational perspective of yourself and others. So
as Gandhi had said, once be the change, Be the
change you want to see in the world. This is
(19:56):
what I call it times, the victory, the victory review.
At the end of each day, it's a transformation personal examination.
Number one, Where did I create the most value and
or well being today? Every day we have an opportunity
(20:18):
and a responsibility to plant in the hearts and minds
of a worker's colleagues, customers something.
Speaker 3 (20:26):
Of value your well being.
Speaker 1 (20:29):
Identifying one, two, or three ways to create value.
Speaker 3 (20:32):
Well being today.
Speaker 1 (20:33):
Over time you will see this as part of your
professional life. I see it more and more clearly, and
it will still greater conference encourage and you as well
as more credibility into connection with everyone that you're interacting with.
Number two, Where was I most present in the moment today?
(20:55):
Too often leaders are either living in the past or
living in an event from weeks, months, even years ago.
This as I'm living in fear of repeating this event,
or they're living in the future. To extent they're disconnected
from important insights and impact of the present. This question
(21:15):
pulls you towards the current moment. Living in the current
moment so to see at times and what places are
most connected and present.
Speaker 3 (21:28):
This is a.
Speaker 1 (21:29):
Powerful clue as to what part of your work is
the most captivating for you.
Speaker 3 (21:35):
Where were you most present in the moment?
Speaker 1 (21:39):
For where'd I regret not living up.
Speaker 3 (21:42):
To my highest potential today?
Speaker 1 (21:45):
Let's be real, there are parts of the day that.
Speaker 3 (21:48):
Don't go well.
Speaker 1 (21:50):
We do some say, something that has put a negative
impact on someone or damages or reputation. When you can
see these events clearly and then them, we are living responsibly.
Over time, you could see patterns to your shortcomings, and
with the help of the other principles a culture and mentor,
(22:12):
you can devise strategies for reducing or even illuminating them.
But change in the say requires seeing and owning the shortcoming. However,
a word of caution this question can bring out your
worst critique and become an opportunity to beat up yourself.
(22:34):
Avoid this by paying attention to the praising principle Number five.
Speaker 3 (22:41):
It's the learning, is it moving forward?
Speaker 1 (22:43):
What am I excited about creating tomorrow? And why? This
is the part that most people like. They are action
orienteding leaders who want to get going.
Speaker 3 (22:54):
Do some planning.
Speaker 1 (22:55):
Yes, it's imporing to know what you'll create from one
day to next, but only when your plans for tomorrow
are insightfully informed by today. Isolate two or three things
you want to create and why it's important to you.
What's your reaction to these questions to see them as helpful, valuable, provocative,
(23:21):
time wasting, naval gazing, and impediment to doing good work,
the work that matters most you. Whatever your action, keep it,
keep this in mind. These questions they're not meant to
be time wasters. They're meant to be are They are,
in fact, performance acceleators. What the people that you lead
(23:46):
want most of all is to trust your respects for
you and have meaningful personal connection with you so they
can come along alongside of you and create something noteworthn transformational.
They want that from you, but they can't. But you
(24:07):
can't give that to them unless you trust, respect, and
have a tremendous solid personal connection with yourself. This transformation
examine will help you build the connection and been doing it,
transform your leadership as well as create a mindset of
(24:28):
innovation and growth. We've talked about options for how to
prepare for the leadership adventure before you. Each strategy for
preparation is assisted with the transformational examination we're going to
suggest to you.
Speaker 3 (24:48):
We sit down, nice, andy.
Speaker 1 (24:50):
Relaxed cup of tea cup of coffee, and we'll have
a wee discussion of how to integrate all of the
principles and set you on the path to personal and
organizational transformation.
Speaker 3 (25:06):
Till then dream there and dazzle your world. Goodbye now,
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