Being present.

A commitment to self-development is a prerequisite for leadership and management (at least it should be). To effect systemic change, there has to be a corresponding expansion in the level of being of the person(s) initiating that enquiry.

This kind of inner work is best done from a selfless intention: giving - to your personal circle and the organisation, serving humanity, and taking more responsibility for society.

Each ‘moment’ presents the opportunity to be/live/act from a more profound perspective. We can open this work in a number of practical ways, including self-enquiry, work on growth mindset, reflection, attention, intention, and attitudes - as well as on presence directly.

Ideally, this holistic practice comes from a commitment to lifelong application and learning. And we need to embrace the understanding that change of being can occur now (in an instant), and it also requires long-term patience and perseverance.

Presence and self-knowledge (or self-awareness) are intrinsically linked and so another starting point of self-development is how well do we know all of ourself - the positive and the shadow. Self-acceptance is the foundation for growth.

From the outset we have to embrace the paradox that from an absolute perspective consciousness needs no development or awakening, and from another perspective it requires a lifetime of commitment and work. Here I speak from my personal experience:

Self-development requires specific practices and a conducive lifestyle - consciousness cannot be realised unconsciously - so effort and discipline are part of the process. However, in this context ‘effort’ and ‘discipline’ have specific meanings distinct from everyday usage. Effort is subtle, often defined as effortless effort, while discipline is all about the discernment to know what serves us well and what doesn’t - and so it’s about intelligent self-care. This does not mean self-development is easy - we need a great deal of persistence, courage, and resilience.

I support people as a guide, coach, and mentor, based on a relationship of equals. After thirty five years of spiritual practice I am still a student, and very content with this label. I work with a spiritual teacher and that’s why I don’t use this title. Also, I am not a guru - the only true ‘guru’ is the divine within. That said, I can support people with their chosen path - enabling each person to find their own unique way.

To guide clients toward increased consciousness, I integrate three complementary philosophies that are deeply practical: Advaita Vedanta & Meditation, Yoga & Ayurveda, and The Fourth Way (Gurdjieff/Ouspensky). I also bring in a range of coaching practices in my approach to self-development, consulting, and coaching - Gestalt (awareness) characterised by presence, authenticity, transparency and humility. Supporting methodologies include: Pranayama (conscious breathing), FACTS, the Inner Game, Solutions-Focus, and Positive Psychology. Each one has its strengths. Applied skilfully, they open creative ways for clients to address the topics that matter to them: to heal, to learn, and to connect with the higher aspects of their being.

Being able to embrace our shadow-side is just as important as celebrating our strengths. It is part of the human condition to have a critical inner voice, some degree of trauma, unhelpful attitudes/patterns of thinking, behavioural blindspots or addictive patterns. These are all opportunities for growth - and to be more conscious. And this requires psychological and spiritual enquiry.

This does not mean necessarily one has to dwell on the past - for some people the best action is to start from the present and stay there. For others it might be important to understand and embrace the past - for closure of unfinished business, healing, and to enable change. And we need different things at different stages of life/career.

These psychological factors are also present within teams and organisations e.g. the shadow side of the culture (often unexplored). And the principles that apply at the micro (individual) level are often relevant at the macro (organisational) level.