Over the years I have come to realize that we may not have to work so hard to connect in our relationships. As a matter of fact, I think we are already connected and that the true nature of our relationships is a shared-phenomenal-world-in-common.

This is a pre-existing connection unencumbered by doubt, fear, judgment or the countless obstacles that cloud our perception. Recognition of this common basis becomes the context for resolving difficulties that hold us back in life.

By efficiently removing the veils that cloud this clear view, we begin to recognize how our relationships are integral to our success.

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“Some things are just known in ways that I can’t explain. Some things have no verbal equivalents. Actually, lots of things have no verbal equivalents. We labor under the illusion that if we don’t have a name for it, it doesn’t exist.” (Bear, 2002, p. 92).

Language is developed in our organizations so that we can share a common reality. But does it help us to understand the unknown? So much of what we fear we simply do not have the language to describe, and therefore make sense of. Communication that is alive and which continually refreshes itself is absolutely vital to the well being and identity of an organization.

“What we have no words for, we cannot understand; it does not fit into our view of what is real. And if we stumble upon it . . . we may be taken by surprise, and frightened. On the unknown places on their maps, the ancient cartographers wrote, ‘Here there be dragons.” (Kornfield, 2000, p. 62)

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“The challenges you face in your daily life, business, career or creative pursuit are a vital part of your accomplishments. If managed with compassion and insight, your trials will inform your process and ensure your success.”
- Timothy Dukes

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One of the tools we work with is referred to as a Contemplative Collaboration. This approach to holding the collaborative process involves a significant increase of the participant’s consciousness to include the full range of human sensory awareness. Feelings, sensations, sounds, ideas, patterns – both positive and negative -emerge in a field of perception, sustained for long durations, revealing deep and often hidden potential that is here-to-fore cloaked in the comfort zone of “normal group functioning.”

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I work with passionate individuals and groups who know the value of awareness and the costs associated with functioning below one’s true potential. My clientele are CEOs, executives, management teams, business owners, performers, athletes and artists. The work functions to accelerate the implementation of professional goals, deepening the essential connection with true qualities of each individual, while removing obstacles and achieving sustainable results!

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Challenge: You have well-defined business strategies and a history of success. However, lately the competition seems to have the edge. Your key personnel seem out-of-step with the changing economy, communications are “appropriate” but in service of personal or departmental agendas, and deployment of strategic initiatives is bogged down. This scenario or one like it needs an increased awareness to illuminate the dynamics affecting desired outcome.

Solution: You need insight into the behavioral changes necessary to: clarify agendas, open the dynamic to new initiative, and to bring about effective, rapid and sustainable results.

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Reduce variability and improve performance:
Develop a consistent method to assess your interaction with others and maintain a disciplined approach to managing and improving your performance.

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“It is not work that kills men; it is worry. Worry is rust upon the blade.”
- Henry Ward Beecher

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I trained with a Hindu Brahmin along the banks of the Ganges in Varanasi, India. This is an ancient town, brimming with life; merchants, holy men, travelers, and families. It is webbed with dark alleys opening to an expansive avenue leading to one of our most sacred rivers. It is embraced on one side by this sand-colored town were monkeys romp on the tile roofs and on the other shore by an infinite expanse of flood plain surrounding this heart of mother India. The training involved pre-dawn yoga and meditation on the sun as it peaked over the horizon moving from red, to orange, to yellow and finally white. The teachings were a daily rigor for a three month period. Perhaps we worked together for six hours each morning with afternoon and evening discussion and meals. What was remarkable about the hours I spend with this man, Anand, was that all of our conversations where accomplished in an abbreviated sign language. He had lost his hearing at an early age to smallpox.

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“The best way to think about epiphany is to imagine working on a jigsaw puzzle. When you put the last piece into place, is there anything special about that last piece or what you were wearing when you put it in? The only reason that last piece is significant is because of the other pieces you’d already put into place. If you jumble up the pieces a second time, any one of them could turn out to be the last, magical piece. Epiphany works the same way: it’s not … the magic moment that matters much, it’s the work before and after” (Berkun, 2007, The Myths of Innovation, p. 8).

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