Leadership Pointship

Authentic leadership is to oneself, first, then to others.

Pause. Question. Think. Proceed !

Throughout history and right upto now, leadership is projected as being, rare! A few leaders and millions of followers. Them and us.

But, is this true? Is leadership rare?

When we did off the record interviews with HR managers with decades of experience in top companies, a consistent complaint was that quality leadership was rare.
This means: while leadership is rare; quality leadership is: even more rare.
But, is this true?
Every single HR manager said that there was much needed in many areas of their leadership.
Some said, urgent need.

“Development into this direction by the world is urgently needed”  – Richard Brunner, Zurich, Switzerland – Coach to C-level and senior level executives in and around Switzerland. Graduate of Source course, Here & Now. Referring to the acute dearth of good leadership.

“All organisations have a leadership challenge. Almost everywhere I have worked. Of the people who approach me for help, 20% is technical and 80% ego problems.” HR manager with 27 years experience with six different companies (name withheld).

Why is so called leadership, rare? Why the urgent need? Why the chorus?
Some even complained that good talent and authentic people left their jobs due to unhealthy leadership, ruining careers and disrupting progress, and growth, whether it be from their immediate managers or from the leadership above.

Linkedin memes are always full of memes like: there are no bad employees. There are only bad managers/leaders. Notice?
If you are a business owner or a senior position in an organisation, how is it impacting you? Most likely, negatively.
This problem exists in all forms of organisations in varying degrees.

Why? It is a fact that in any form of leadership in any area, whether it be a corporation, a for profit, a non-profit, sport, military or government, the quality of leadership matters; first and last.

“Nearly all men can stand adversity, but, if you want to test a man’s character, give him power.” – Abraham Lincoln.

The leadership determines the course and the outcomes; great, good, bad or ugly.

But, is leadership really rare?
OR, 
are the nonsensical, misleading, regurgitated definitions of leadership the real problem?

For example: 
leaders are . . . . 10 points, 5 must haves, 7 should haves, leaders are humble, leaders are visionaries, leaders are influencers, leaders lead by example, leaders inspire . . . . . . !
The definitions/descriptions above are shallow, lack insight, self-flattering and put out by “so called” leaders and gurus who talk about leadership, giving a very distorted concept.

Yet, it is the leadership that costs businesses billions of dollars in losses, non-performance and even legal troubles. 
You read it everyday, everywhere, in all forms of organization.

There are no “non-performing assets”. There are only “non-performing people”: leaders, the leadership – Source speak.

Leadershi-P or leadershi-T ?

Yes, it is “so called” leadership. In other words, leadershi-T.

When inspected closely, using insight and looking back in history, so called leadership falls to pieces and is clearly seen for what it is: leadershi-T !

This legacy of leadershi-T is what current organisations of all forms and sizes are facing. Period.
Even history is all about leadershi-T and its constant plotting, scheming, conspiring, robbing, mostly causing displacement, destruction, pain, loss of property and life. Is it not?!!!
So? What can be done? What are we recommending?

First, as the reader, acknowledge the fact: quality leadership determines quality outcomes. See the Need and Act on it.

Therefore?

Take a serious Leadership Audit, before it’s too late!

Demolish the old, misguiding, destructive concept of leadership and re-define it, to the extent: not even using the term leadership for yourself or in your organisation at all. Nothing less will do. Period.

Leadership: Redefined.

A Catharsis.

Enter: Pointship.

A rising after the Catharsis: Phoenix: Pointship.

Abundant:
You will start seeing the beauty of people around you in new light and realise; they were right in front of you; all along. 
Home growing leadership, now, “pointship” will show itself as abundant. Bench strength will grow. Grooming, succession and passing on the baton will be much facilitated. 
Pointship  is abundant, and , you need it, at every level, not, something called leadership from above.

Accessible:
Democratising leadership, now pointship, accessible to a delivery person, sales person, driver, manager, front people, back people, on the phone, off the phone people, white collar, blue collar, right upto the CEO, now a point.

Applicable:
Just like different types of arrows in a quiver, redefined leadership, now “pointship”, will be so accessible and “applicable”, that, teamwork/building, problem solving, conflict management, creative thinking, target achieving, coaching, mentoring will all be “applicable organically.”

Go ahead. Take a Leadership Audit, now! 

Open your eyes. Secure your future. There is everything to gain.

ADDENDUM:

Course Details and Relevant Information:

Who takes this course?
This is a very deep, intensive and senior subject.
It takes an individual sufficient life preparedness (Evolved. Not just awards) to access the deep nuances of Pointship. We therefore, recommend it be taken by senior management, VP and above.
Best advice? Take the Source course, Here & Now, and then move onto Leadership-Pointship. The transition will be smoother and the understanding deeper.
Once the senior management of the organisation is rooted in the Principles of Here & Now, and the Principles of Leadership-Pointship, the rest of the organisation can be trained in Tailor Made Training Sessions based on the two courses that the seniors have vetted for themselves.
What’s the duration?
The basic introduction will take two full days. Best practices?
Here & Now for two days, plus, Leadership-Pointship for two days. We recommend this be taken on consecutive weekends. However, exceptions can be made.
Thereafter, a 90-180 days project to be worked on, based on the Principles of Leadership-Pointship, for the distinctions to be practiced and internalised, with suitable projects within or outside the organisation. Plus daily simple practices to follow and apply.
Considering the practicalities of people’s schedules and prior commitments, suitable adjustments can be made.
Whether Leadership-Pointship is solid and grounded in Sound Principles and Highly Effective, can be judged from a small essay below. You be the Judge and please ask us questions.

Please read on:

What task, responsibility, accountability could be greater than of being an Emperor?
That too, of the Roman Empire?
And then, lasting two decades as the Emperor, or until death? Spending most of his time on the battle field, and yet, being referred to as The Philosopher King!? And, mind you, he died on the battle field from a disease, on campaign!
What an active, battle field Emperor has to deal with can’t be imagined. But let’s try.
Let’s look at a few things an Emperor has to deal with:
Conspiracies, battle and campaign logistics (can it be imagined without today’s high technology and superb transport?), different generals and their loyalties, Kings of smaller kingdoms and their loyalties and shenanigans, having a top class intelligence network and be assured that it’s reporting facts versus being fed misinformation (think this over!), frequent and non-stop incursions on all your borders, directing your armies in different urgent directions, ensuring that the general population is taken care of and kept happy in order that a revolt or an orchestrated revolt does not happen, ensuring that, that population: all over the Empire, not just Rome, be served and kept content . . . to name a few responsibilities!!!

Now imagine: dealing with the plague or a deadly disease that has affected all corners of your empire, with people and your trusted servants dying like flies.
Imagine: having inherited the empire with a co-Emperor, Lucius Verus, an able co-Emperor who dies a few years later. Then, having to manage a revolt and disloyalties . . . !
Today, in the year 2024, we are referring to him and taking good example and seeing him as a Point (not Leader). A great, outstanding example of Paratge (But, Paratge authors have missed out on this most outstanding example),
Who is that Roman Emperor we are referring to?
Emperor Marcus Aurelius 121-180 AD, Emperor Of Rome, 161-180 AD and its empire. Also referred to as one of the 5 Good Kings.

Just a brief overview of this Emperor will give an idea, as to what he had to deal with, and yet, practiced Pointship. Nay, he was a Point.

Referring to the link provided above, it was precisely because he practiced Pointship (he derived it from Stoicism) very consciously, and even wrote about it in a widely read book: Meditations, that Marcus Aurelius is one of the most celebrated, respected men in history.

Marcus Aurelius' work: Meditations, written as a series of musings while on military campaign, 170-80 AD.
Even the highlights of this book has powerful effects on the reader’s day and life. It is that insightful and practical.
(A major challenge that an organisation faces, as told to us by senior HR managers, in fact all, is “attracting and retaining” a good team. Then, making that good team, a great team. Leadership-Pointship and its principles can resolve this constant challenge to a great degree)

Imagine, writing this book while on bloody and tough military campaigns. It’s based on utter practicality. Not some airy-fairy idea.
Pointship has been practiced in history and with great advantage. Its time has returned. Now.
Pointship is for the strong.
He who is willing to transcend Leadership and be a Point, is a most worthy transition and a need of the times.
Living and dying as a Point, is a reward in itself.
(Can you imagine leaving behind Points in your organisation for its future? Succession planning is served beautifully by understanding Pointship. Lack of succession planning and giving utmost importance to succession planning, due to several reasons [we won’t mention. it is well known] is devastating for any type of organisation, affecting its life and viability. In fact, Emperor Marcus Aurelius was not a bloodline successor at the death of the preceding emperor. The previous Emperor, Emperor Hadrian, saw the qualities in young Marcus, adopted and groomed him. A great lesson in succession planning for the larger benefit of an organisation?).

Further, a pleasant, even shocking surprise awaited us as we were researching:
Pointship did have a recognised, acknowledged precedent in history. It was called “Paratge” It was a most respected, and admired practice. It is still celebrated in the South of France.

Why, shocking? In an email communication with a very senior corporate leader, now a CEO, we had distinctly mentioned that Poinship was undefinable in positive terms.
In fact, we actually mentioned that Pointship could be arrived at only by negation: not-this, not this: neti-neti. Does this ring a bell? (Read: Advaita).

This communication was much before we discovered Paratge as a practice in the 11th century and around.
In the descriptions of Paratge, they mentioned the same thing: Paratge could not be defined in positive terms. We were onto something! (This discovery was literally Providential. We came upon it accidentally. Or, was it?)
In other words, Poinship is an expression in the moment. It is often unconscious and unstoppable. Notice the “uns”? It is alive and lived, rather than touted: Leaders are, this, that and the other . . .
Yes! Shree Krishna Ji was a distinct point. If even a cursory glance, or highlights, of his sermon to Arjuna is read, one who is familiar with Pointship immediately recognises one of history’s greatest ever, Points. (Source Conversations sees the Bhagavad Geeta and the happenings as history. Not mythology)

Finally, if those times, if someone wanted to know about you in a very few words, they’d ask, “does he uphold Paratge” (today’s Pointship)?
If the answer was, “Yes”, they knew what you stood for. If the answer was, “No”, they knew what to think of you and acted accordingly.

Over to you.

REQUEST A FACE TO FACE INTERVIEW WITH US.