Dr. Helena Lass is an entrepreneur, awareness teacher and psychiatrist. She is also the Founder of Wellness Orbit. Her work is focused on mental health, awareness, entrepreneurship, and intra-personal wellbeing—especially at workplaces. Helena sees wellness not as a goal by itself but rather as the main pre-requisite for excellent performance at all times and tasks. She believes the way we direct and manage our attention impacts both professional results and satisfaction from life.
Bill Fox: How can we create workplaces where every voice matters, everyone thrives and finds meaning, and change and innovation happen naturally?
Helena Lass: I invite you to see these questions and answers from the viewpoint of a different paradigm. A paradigm where awareness is the most innate characteristic of human nature and our most powerful tool. A paradigm where we consider emotions and thoughts as “external” things received from others. Ingvar Villido, who is my mentor, founder and leader of this revolutionary approach to human nature, calls this paradigm the Human 2.0.
Human 2.0 is a paradigm where awareness is primary and emotional-mental reactions are secondary. From this paradigm, a different understanding of what happens to us and in our lives emerges.
Where Every Voice Matters
Let me take this question apart as there are many sub questions here. Where every voice matters refers to two parts. Before we explore how to be heard, we need to notice the inner agenda behind what we are about to say. And how do we express ourselves to ensure we communicate with meaning and not just the foam?
Although our questions, dilemmas and conflicts initially seem to be external and dependent on situations, the main origin of suffering is always a process that emerges from inside us. In the paradigm where awareness is primary, we call these the inner complexes. A complex always consists of an emotion and some information—be it thoughts, worldviews, memories, etc.
One emotion can form many complexes with different units of information. For example, we can tie together anger into one complex when seeing a certain face and into a different complex when someone overtakes you in the traffic. When we speak out, we usually presume that the problem lies in others or the situation, not within ourselves.
Let’s look at what usually happens if a person has doubts about whether their contribution is good enough at work. They look at a situation and express their doubts based on the situation. In the new paradigm of Human 2.0, we look at this from a different angle. That person has an active process inside themselves. An active complex is composed of a feeling of doubt and accompanying thoughts of doubt. This inner process causes a biased view of the situation. Maybe the extent of their contribution is not a problem at all and what is causing a disturbance lies in the feeling he or she is experiencing—a feeling of not contributing enough.
These are two very different things. One needs to discern the objective reality from a temporary activation of an inner complex. When a person voices a doubt, then it can be elaborated and discussed, but maybe it’s unnecessary. If someone feels they are not good enough, then actually no power or discussion in the world can change that.
Ingvar Villido, who is a renowned teacher on awareness explains:
We have two systems inside. One is the subconsciousness system. The second system belongs to you and what people normally don’t use because they don’t know that it exists. It means actually we don’t have options. We can’t choose the right one because we don’t know what it is. But it starts from awareness.
For all people to speak up, our messages need to be clear. Our own inner process needs to be dealt with and cleared out first. How to do that is a technology on its own using a procedure based on the active use of awareness that’s performed by the person on the spot. It only takes 3-5 seconds to apply.
Only after they liberate this complex can one gain a neutral, adequate view of the situation. If the situation still has points of confusion or doubt, now is the time to express it. When we look at our regular communication and what we speak, then they’re a lot of things that maybe are not as much to be debated with others and are just our own inner complexes that got activated.
Listening Requires Presence
Now we come to the second part of the same question of “where every voice matters”. For people to be heard, that requires presence from the listener. But what does it actually mean to be present?
I would like us to reflect on the wisdom from my mentor:
Awareness is one of the seven qualities of consciousness. Awareness and consciousness are of the same “material” and they do not only occur in the present moment; they are the present moment. Apart form consciousness, awareness can be used actively according to your own will to establish contact with what exists. Awareness is the only instrument through which you can become aware of phenomena that occur in the present. -Ingvar Villido
Understanding what someone says is much more than having physical ears though which we hear sounds. To listen to what someone has to say requires us to direct our awareness towards the person who is speaking. It’s not just hearing the melody of the words, but also actively listening what is being said. It means becoming aware of the message. What is the meaning behind those words? What is being communicated? What really makes it difficult for us to be present and listen to others has to do with our own inner processes.
When you are occupied with your own thoughts, you are in your own bubble. You may have inner comments about what a person is speaking. You may think your own thoughts about how you perceive the world or view things. When thinking about these things, we are actually isolated into our own bubble. We really don’t hear what is being said.
To hear others, we need to shift our awareness away from monitoring our own thoughts and intentionally direct it towards the other person. You can ensure the correct position of your awareness if you know what it is. If you are familiar with this instrument or awareness and if you can locate its current position, you can direct it intentionally. Ingvar Villido calls “The Intellect.”
Since we have only one awareness, we can’t focus on our own thoughts, other sounds, or our surroundings when we’re listening to another person. If we focus our awareness elsewhere, we sacrifice everything else. The longer we maintain our awareness or connection with another person, the more we realize what is actually being said. With this new understanding of awareness, we now know that to really listen and understand, more is needed than just an attitude of “Okay, I will listen to him” or a formal rule within the company stating that “we listen to everyone”. It really requires a person to dedicate their awareness. Listening is a very intimate activity and one of our most potent inner resources.
Workplaces Can’t Give Meaning
To find meaning in what we do with our time and lives is a very personal journey. Only you can give meaning to something you encounter whether it’s a thing, a process, or an experience. Explore what you want to do in life and what it means to express our own potential.
Often people consider workplaces a little like extensions from a kindergarten. In workplaces we say that people are manageddrawing a parallel to how children are managed. We assume that people don’t know how to self-manage. That someone else has to organize them. I think it’s okay with kids because they are still learning, but with adults?
Naturally most people would like to be self-motivated, self-sufficient, and self-managing, but a culture of managing people causes them to give up managing themselves very early on. They don’t develop the capacity of self-management because they never need to. The second thing I find peculiar in this parallel with kindergartenis that people expect some kind of security or safety from workplaces. This feeling of safety that comes from knowing you can rely on that workplace. Actually, this desired feeling of safety does not have to do with the presence or lack of an obvious threat, but with having “feet firmly on the ground”, “everything sorted out” etc. This desire arises from what Ingvar has outlined as three universal needs stemming from not being anchored in our true identity.
Until self-realization is accomplished, every person remains endlessly plagued by three chronic needs: the need to be somebody; the need to know or control; and the need to seek happiness. -Ingvar Villido
So what on a superficial level seems simply as a desire for a stable and safe work relationship, is actually a deep fundamental craving for control that can’t be outsourced. When we want to belong, we try to externally cater to three chronic needs to:
acquire an identity of somebody who belongs
have control and knowledge through belonging
feel good as opposed to being abandoned or considered worthless
When a person tries to have these needs met by outsourcing them, one’s safety and happiness will always depend on situations and circumstances. Which ones will provide that for me and which ones are not? We sense fundamental security, stability and happinessgradually only through actively releasing all that is not your true identity by consciously releasing automatic inner complexes.
According to ancient psychology going back thousands of years, we know that our own true identity is perfection. Only when we anchor into that perfection do the three needs stop. Until that happens, one will always try to compensate. This hope that a workplace can provide fundamental stability, meaning and identity to someone is an illusion. When people become more aware of their inner autopilot and learn how to handle and release the complexes that make up a false sense of identity, they give up their illusory expectations on companies and workplaces. From this shift, a normal relationship between the employee and the company develops. Collaboration can happen ⏤ real collaboration.
We can see the relationship between a company and an employee as something similar to a marriage. One commits to a process and like in a marriage, you can’t expect the other person to make you complete and whole because that means you have demands for certain conditions. You are expressing a need to the other party that you have to do something, so I feel wholesome, appreciated, and have meaning, etc.
From a new paradigm point of view, it would be normal if you come with your own wholeness and the other person comes with their own wholeness. When you come together, you can concentrate on what you can accomplish together. This is powerful. There is no power in depending on the other expecting to be madewhole. This is when we expect appreciation, praise, love, care etc. to come from outside seeing these as things that somebody else can and should give.
However, if the other person is not catering to these needs, then you feel justified to demand them. The same thing happens between employees and companies. We can’t expect workplaces to cater to these needs and deficiencies. From a Human 2.0 perspective, where we use awareness to study reality as it is, we can find out that actually the problem is not in the lack of good, but in an excess of negatives. For example, recall all the negative moments you have had in your day. Now, if you could live the same day again without these inner negative experiences and only the good experiences remain, how would your day look like? Better? I think so.
Releasing is the process of becoming free. Using awareness to actively release the negative is the fastest way to become a better person. -Ingvar Villido
When people take more responsibility for their own inner states and take practical steps to release everything that prevents them from experiencing themselves as a whole, then the employee-company relationship will be totally different. That person is no longer in a position of need, but in a position to contribute. Ready to voice what needs to be done, ready to take initiative. I see that people can thrive through taking more responsibility for their own inner processes and not expect that to be compensatedfrom the outside. When you are more complete on the inside, you can accomplish great things.
Thriving has to do with finding new solutions and opening up new potential. True innovation becomes possible when we use the qualities of consciousness and leave out our mental thinking tool based on memory. This goes both ways. Every time we leave thinking aside, we have a chance for insight. The main reason we don’t have insights is because we use are thinking too much. Insights and thinking need tobe separatedbecause they originate from two different sources. Insight is another amazing quality of consciousness. If you want insight not to be just a random event but a tool, then active use of awareness is the key to developing this capacity.
To open up more of our potential and elevate our way of being depends directly on the wisdom about our own inner functioning and resources. It’s not something that can happen through professional training like you learn new marketing skills. To thrive we need not narrow, but broad skills. Broad skills stem from the Intellect or from qualities of consciousness. This field, these instruments and qualities may seem blurry at the moment, because you haven’t been taughthow to use them. We have relied on our inferior tool, the mind, for too long while the Intellect is our way forward.
Bill: What does it take to get an employee’s full attention and best performance?
Helena: To get good results, people really need to pay attention to what they have to do. They also need to be honest in evaluating where they have a sufficient competency and what things they still need to develop or become aware of to do their work in a great way.
The need to learn something additional is too often taken as a personal setback: “Oh, I’m not I’m not good enough” or “I’m stupid” or “I’m not going to ask advice from that person because of what he or she might think of me”. These emotional and mental reactions and feelings of being like a fraud or like an imposter or feeling of inferiority, these actually inhibit your willingness to ask for guidance and other relevant information you need to make this project a real success. So those reactions need to be cleared out and not by the management, but by people themselves. All win. And especially people themselves because they can now work without the drama and explore their own potentials further. Then we can talk about really top performance. Our inner reactions of fear, doubt etc. don’t just hold us back, but we pay a price of loosing our main advantage, the access to our Intellect.
If the subconsciousness starts to work, it works with our abilities to understand, or our intellectual abilities reversed. It means if you become emotional, either positive or negative, your ability to understand becomes worse. -Ingvar Villido
Then how to draw employees attention? There always two options, and both run from the edge of awareness. Awareness is the “material” that attention is made of, but there are subtle differences between the two. When awareness is your instrument then attention is the word that describes how it is used – by you or by your autopilot, what’s the object and for how long is it sustained on that object. If you don’t know what’s your awareness is and how do you use it, then your awareness is on so to say “monkey mind mode”. It jumps around and this is usually referred to as difficulty to concentrate. Through awareness you become aware of things, but when it remains on “monkey mind” regime, then in a random way. When your awareness is not directed by you, then your own awareness is managed by the autopilot for you. This “Monkey mind” is always stimulated or drawn by novelty. Most people have trouble with “monkey mind” because there is no education about awareness and how to sustain it there where you need it to.
To get the attention of another person, the strategy depends on whether their awareness is led by autopilot or it is led consciously. When it is led by the autopilot, then you need to present a stimulus. Something new to attract their awareness, so that the “monkey mind” jumps to you. But the trouble with new stimulus is that there is always competition.
When a team leader or a colleague speaks or there is a presentation going on and somebody enters from the door where is people’s attention going to jump? It will be at the door looking at who is entering! So that’s a new stimulus (the door) on a routine background (the presentation). Awareness will go there. Since awareness is the instrument through which you notice things, then whatever is being said will be missed. The message needs to be repeatedor nobody will remember that part of the presentation.
That’s the problem with the monkey mind syndrome; it’s your awareness on autopilot. When your mind is on autopilot, our awareness gets constantly hijacked to other stimuli. When people don’t know how to regulate and direct their own awareness by themselves, then if you really want to have this person’s attention, you must offer a new stimulus all the time. You compete not only with the external stimuli – a flash of light from there, a sound from here, somebody makes a funny face, a phone ringing, etc. – you always compete with the internal stimuli. What are the internal stimuli? That’s our thoughts.
Every new thought is a new stimulus. We all have around 40,000 – 60,000 thoughts a day. That’s an immense amount of stimuli. Often the person’s own thoughts are more captivating than the external events. Have you encountered a person who is staring at you, but you can see that person is away? This is exactly what I am talking about. Thoughts rotate all the time and therefore they always attract awareness like the news feed on the bottom of the screen on a news channel⏤alwayschanging. Although you know that the information is the one you already read, your awareness is glued there as you watch the information repeat.
The same thing happens inside with our thoughts. Because of the rotation of our thoughts, our awareness is on “monkey mind” and remains glued there. There is a competition between the external sound (somebody talking) and that internal voice (own thoughts). Awareness will jump into the direction where there is something new, a stimulus. This lack of education on how to apply and direct the inner instrument of awareness leads to an increasing need for new and stronger stimulus. That’s why people value meetings or conferences that provide intense stimulus. This is a temporary compensative measure so that at least something can be learned.
From a presenter point of view you must be almost like a clown offering many stimuli. Playing with your voice and your body language and everything else. People who have received education on what awareness is have tamed it and direct their own awareness at will. The message itself is stimulating enough. This saves a huge amount of energy and time, but since we don’t know how to direct our awareness, we depend on stimulus. This is how we have lost the ability to direct our life.
Not to have found one’s own awareness and therefore remaining unable to direct it is one the biggest tragedy that can ever happen to a person. -Ingvar Villido
How do we actually now deal with this situation? One way is to continue as we have before by offering more and more stimulus. But because of habituation, the demand will keep increasing almost like an action movie. However, there will be a threshold from where it can’t go bigger, faster, louder, or newer. When you have experienced it once, it won’t be new anymore. Without new stimulus, boredom will set in. Depending upon more and more stimulus is a trap and unsustainable.
The way forward lies in the opposite. We shouldn’t and we don’t need to depend on stimulus. Instead, we have to discover what is our awareness and learn to direct it to wherever we need it to be⏤to be there present with your awareness.
When you have payed attention at home, you can work without feeling guilty for not being somewhere else. Then you can dedicate your attention and your awareness to your work. This will allow you to enjoy your evening or weekend because you know you were fully present. Without knowing what awareness is, you try to be present while unaware of the instrument you need for that.
Mindfulness practices are one way to learn, however, this approach focuses on the objects themselves (a sound,sensation, etc.) and based on the use of a static mode of consciousness. While using static consciousness one experiences a temporary calmness and stability, but it is incompatible with an active lifestyle where reactions gets triggered and awareness goes on autopilot.
The Art of Conscious Change is a technology that goes beyond mindfulness and is unique in offering education on how to discover and learn to use the seven dynamic qualities of consciousness actively. Ingvar put this technology together when his students asked him to share his wisdom on ancient yogic psychology and inner technologies on consciousness, awareness and other human potentials. Awareness is one of those seven dynamic qualities of consciousness and crucial in concentration, lifelong learning, being present and understanding properly.
Bill: What do people really lack and long for at work?
Helena: I like that question a lot, but I would turn it upside down. Usually in society we see that we always lack something. We lack motivation. We lack happiness. We lack potential. We lack joy. We lack contacts. We lack whatever. We try to compensate for this lack, but will we ever fulfill it?
When approaching this topic from the perspective of the Human 2.0 paradigm, this is a much deeper issue than it initially seems. According to ancient psychology and the contemporary technology of The Art of Conscious Change, we are “built” with many levels of functioning. Understanding how we are our “built” provides a map. The maps help us understand what is happening to us and why is my life like it is. Let’s first look at the levels of functioning to prepare the ground to better understanding the topic of lack.
We can compare the levels we function on to a car. There are many systems at work at the same time. The systems include the body of the car, the interior, the electrical, the ventilation, the gasoline or electricity, and so on. But no car moves without a command from someone whether that command comes in the form of changing gears or in case of a self-driving car from a program previously written by a person. There is always a boss. There is always someone who is leading all of those functions: regulating the speed, the ventilation, the temperature, etc.
It is similar with humans. There is a “boss” part in us capable of commanding everything else. That is what we call the True Self. It’s the most intrinsic core part of us, the innermost “body” or level. Then there are four systems or functions that the Self could and should lead: the physical body, the emotions, the mind, and the Intellect. Just like Ingvar guided me in what he calls the “five body system”, I guide others to empirically discoverthese levels in real life. It’s very important to identify these levels and the natural laws they function by because how else can you expect to direct them? For someone to take seriously self-leadership, you need to know who is the Self and what is to be led. There is no self-leadership without this. This determines whether you entertain theoretical ideas or have actual practical skills in leading yourself.
The physical body is the first level, the most obvious one and therefore the “outermost”. We can command the body go to the right or to the left, jump or stay at one place. We can command our body to do things. You’re like a traveler inside of this body, and you use your body to go places and do things in this physical world.
The second level within us is what we call the vital level, the “home base” of emotions. When emotions are on autopilot, they dictate our behavior. For example, if an emotion of anger becomes activated, it will determine your level of energy, your behavior and thoughts. But if you have an emotion of boredom, then that results in a different energy, other kinds of thoughts and behavior. So emotions dictate your life. This is an independent system with a direct effect to the physical body. But we can’t explore emotions like we can explore the physical body.
Do you have thoughts? This is the third mental level that stores and reproduces information. It’s also called the mind and deals with data and is a different level than emotions. When you hear a song, this is the primary data. It’s immediately stored into your memory. When you recall something from your memory, that’s your secondary data. It’s a reproduction of a copy – not the real thing. Memory and the mental instrument involve with secondary data.
Then there is the level of consciousness. Consciousness has seven dynamic qualities one of which is awareness. Awareness is our tool that allows us to notice something or to explore. We all have these systems.
The True Self is the innermost and fifth level. It would be normal for humans if the True Self would be the leader leading our awareness, the mental tool, the emotional level, and the body. But in our society and according to written ancient texts, we don’t “know” the True Self. Ingvar Villido has a term for this. He calls them a “dormant” person.
Until we realize the True Self and our actual identity restored, we are runby a substitute: the subconscious complexes. Or what we sometimes call the autopilot and the ego. Complexes are madeof an emotional core and their mental counterpart that activate and trigger automatically. For example, when the sun comes out you feel and think in a certain way. But then somebody cuts you off in traffic and triggers another complex. You have a different emotion and think in a certain way. Arriving to your workplace, you see a certain person and you know exactly what complex this person will trigger: inferiority, enthusiasm or something else.
Since our complexes activate automatically, it’s called the autopilot. But when we look more closely, we can see that 95% of our day operates on autopilot. We don’t even live our own lives. We live the lives of our automatic complexes!
Swiss psychiatrist Carl Jung investigated this phenomena and called the complexes instincts that have been artificially constructed by humans. The True Self is our identity and the only part with the authority to lead. Then there is the complex-made self or the ego, which most people identified with.
The Greatest Paradox
The complex-made True Self is very unstable. We sense that “something is wrong,” which present one of the most pressing questions of human history:
Who am I?
Identifying with the ego does not mean being egotistic. Instead, it means that you don’t have a stable identity. There are hundreds of “selves” that we change like clothes. Will I be an assertive or outspoken person today? Why am I the one who is always not good enough? Why am I the one who always suffers? This then may evolve into an identity of always being a victim. Then somebody tells you, “Oh, just be yourself!” And you think, “Oh gosh, out of these hundreds, which one?”
Although none of these selves are actually you, none is better than the other as it’s all wrong. We could lead our own lives. We could lead our own inner systems and exploring our true potential. But we’re not. Our society does not teach us about our True Selves and complexes. We just copy the same old pattern and view to being human that has been here for millennia. A mistake that has endured for millennia leading to consequences where both inner and outer environments have become almost unbearable.
The cause for current problems that humanity faces is the emotional-mental, complex-driven human. These subconscious complexes have been acquired through mimicking based on the principles of pain (contra-survival) and pleasure (pro-survival). The complexes cannot be eliminated by the ego because it is the sum of complexes.
Awareness introduces an effective tool to change these complexes. -Ingvar Villido
The Question of Lack
We all have this sense of lack because we don’t actually know who we are! We feel intuitively that we are not complete. We feel something is wrong or missing, but we don’t know what? If you’re looking happiness and fulfillment from positive emotions, you will eventually reach frustration. You can never hold on to a stable happiness 24/7 because emotional levels always change. You can never stabilize it and find stability from there.
Within the human construct and the five body system, only our level of consciousness and the True Self are stable. Only if you liberate yourself from this pseudo identity, can you feel really anchored in life.If you want to be happy, then that means naturally existing in the True Self. The feeling of lack is a distant memory from the time you were your True Self before gaining automatic complexes. A feeling of lack results from a misplaced identity. All the efforts you make to compensate it with external means will give you only temporary results.
Actually, we’re not lacking anything. There is not a lack of motivation. Instead, there is a presence of a complex that is not motivation. As an example, let’s look at boredom. What is the opposite of boredom? Maybe it’s an activity or taking the initiative on a task. Something very natural. When we learn how to actively releasean automated emotion of boredom, normal motivation can arise. There is no lack of motivation, only an excess of boredom.
Similarly, there is no lack of joy. What is present when you don’t experience joy? There is a “non-joy” complex. Maybe an emotion of sadness with corresponding thoughts of sadness that’s actually an excess of sadness. What is the opposite of sadness? What will remain if there is no sadness anymore? This is pure joy untouched by sadness. Not this fake sadness you have been trying to cope with.
We don’t lack peace. We only have an excess of either anger or greed or irritation or whatever there is in a certain person. We need not acquireanything because the question is not in what we lack. There is never lack. Only an excess of things we actually are not, and we identify too much with. How do we discontinue this autopilot? This is another fundamental skill of Human 2.0, which provides the mechanisms for the active use of dynamic qualities of consciousness to release subconscious reactions. I learned how to do this from The Art of Conscious Change. Through practical application of this wisdom, I am today in the position to share it with you here.
Bill: What is the most important question leaders should ask employees?
Helena: Instead of asking, “What do you want?” ask, “What do you actually need?” “What can we do to help?”
I would recommend people take more time to reflect before giving the answer. When we come to work, we bring all of ourselves to work. Nowadays we don’t expect people to turn into robots when they enter the office or building. If we bring everything along, then literally everything does. We do not leave behind creativity and brilliant ideas in the parking lot, and the same goes for our problems. This includes all personal issues too ⏤ everything comes. So managers can ask, “How can I help you integrate everything you are with this work, so you can perform in the best possible or most optimal way?”
This has to do again with interpersonal skills, which have never been emphasized at workplaces or taught in schools. Only professional skills are emphasized. Most people wear a mask and if you ask, “How are you?” the answer is probably, “Fine, just fine”. One can become a highly trained professional, but if that person is under an influence of an emotion, for example boredom or anger or sadness, then all of those professional skills will not rise to their potential. If this chronic patter repeats then a highly skilled professional cannot access their wisdom, intellect nor memory properly.
During three decades of empirical research, Ingvar Villido discovered that subconscious automatic reactions are inversely proportional to the use of our intellect and awareness. Our ability to get it and perform in a state of flow is always interrupted when we become emotional. Recall taking an exam, being in love, angry or depressed. Everything just goes blank or you do things that are not characteristic of you. You cannot even perform a simple math equation when you are very excited. First this emotion needs to lose some of its intensity before your head works.
The price we pay for automatic emotions is that we become stupid. This happens even to the smartest people. And contrary to widespread belief, one of the revolutionary discoveries Ingvar made is that this automatic activation of emotions is a remnant passed on through learning and is not a natural state for a human. Our natural state is wisdom. It would be logical to assume that in a humanity where little attention is placed on the inner sphere, we have not yet reached a technology to effectively handle automatic and problematic emotional reactions. This would mean that we need to keep researching. But instead of this assumption, we have come to an erroneous conclusion that automatic emotions are what make us human and suffering through them is normal.
Since this wisdom is not taught anywhere, companies can and need to be the first wave of providing education on how to self-manage better. Only in this way people need not depend on the external management as much. This also concerns motivation and these motivation trainings that companies are so eager to incorporate. It is erroneous to think motivation depends on something external—the system of carrots and sticks is a means to manipulate the autopilot.
When a person becomes conscious, a Human 2.0, we notice a totally different reality where there is no lack of motivation. Then we arrive at a much better question. We become aware of, “What is the excess here that’s disturbing natural motivation?” This is always a question of an emotion that has already become active – feel doubtful? Unsure? Afraid? Bored? Whatever the emotion, if it is not motivation, then it needs to be consciously released before we can resume normal performance. Progress is all about wisdom and skills on the seven dynamic qualities of consciousness and how to apply them actively to clear out the obstacles and align all levels of functioning for best performance.
Bill: What is the most important question employees should ask leaders?
Helena: How do I fit into a bigger picture? Where is this company going? What is the mission or the role of this company? How do I integrate everything I am and what I bring with me with the mission of this company?
The question of mission and how a person integrates themselves with it is often unanswered. Often a mission statement is a nice slogan on the website or on the wall in the office, but if people don’t understand the real meaning behind those words, it is of little help. A clearly communicated mission helps employees better understand their place and find their mission within the greater mission of the company. This is very helpful in understanding how and what skills one can use to advance the overall goal of the company.
Bill: What is the most important question we should ask ourselves?
Helena: Who is living are lives? Am I really living my own life or am I living on autopilot–a life dictated by these automated complexes? What am I without those complexes?
Say, you have had a feeling of sadness as a constant, chronic companion for years, one identifies with that, saying “I am sad”. You are none of these feelings that have been in chronic activation and you have identified with those: I am an anxious person. I am an easily irritated person. I am this melancholic person, etc. However, just thinking or believing that this is not your identity is not enough. Rediscovering your identity has nothing to do with theories or your mindset. Restoring the correct identity has a similarity to medicine where we as doctors perform a differential diagnosis—excluding all faults until we arrive at the correct one. Only when a person releases an automated complex is reality revealed bit by bit. This needs to be a practical discovery, not a thought.
If one releases these pseudo identifications or misidentification, you can learn who you truly are. Before that, you only know your various emotional-mental complexes, your different roles and everything you have acquired. But not yourself. The more you clear out the elements you are not, the clearer it becomes who you are. There is absolutely no point in guessing who you are or in trying to createyourself because this will always be your creation, not you. Rediscovering one’s true identity is a very practical development, exiting from what has been called an “illusion.”
The purpose of life, for all people, is to realize their true identity. Self-realization is the most important goal. Everything else is relevant too, but secondary. -Ingvar Villido.
Anchoring into a stable identity is not a mean to an end! On the contrary, that’s when your real life begins. You find out your real potentials, discover what you can do, and what you have been called for. Humans have unmatched potential, but most of it is dormant until you claim yourself from the autopilot. So this is the question to ask really, “Whose life am I living?” Become more interested in noticing this autopilot. This conditioning you have received from society, family, literature, news, and who knows from where.
Whatever you think of work or other activities in life, it is very healthy to discover that life itself is practical. You see that you are always active. We’re always in action, 24/7. Even sleep is an activity albeit a very beneficial one. You will notice the role of sleep if you skip some of it. Even if we are lazy, it is still an activity where you are taking part in acting out the emotion of laziness. If we are worrying or thinking about something, then we’re doing an activity. Looking at this from the five body system, a holistic understanding central to the Human 2.0, we are always active either on the physical level, emotional or mental level. Our awareness is always actively monitoring and aware of something. We’re always active and everything is practical. Whatever the reasons have been in the past, why justify the emotional and mental activities that create sufferings? This calls for a paradigm shift. A willingness to consider that most of what you have been told and taught about being human was based on knowing very little about human beings.
Bill: What realities do we face in making these changes real in the workplace?
Helena: Workplaces with real people can only change when the people in it change. A personal change is always a shift that requires a personal insight. If I want different results, what kind of different activities can I do? Cause and effect. If that happens, then asking for an education on the skills that enable us to lead a more fruitful, meaningful and happier life.
Everyone must discover this fundamental reality: you experience everything on the inside, under your own skin. In workplaces, like everywhere else, the emphasis has been on changing others. What needs to change in the workplace so I feel better there? This approach does not correspond to reality. If you feel unhappy, then it’s your own emotion of unhappiness whatever was the trigger. The process that causes the actual suffering is the emotion on the inside. As long as that emotion persists, suffering persists. When released, suffering ceases, no matter the external environment and the triggers in it.
If you feel unworthy at work, it’s your own emotion of being worthless. It’s an illusion to hide the triggers through rules and ethics for example and then pretend that we solved the issue. By releasing the automatic reaction from your system, you become naturally immune to all triggers. When your “buttons” are no longer pushed since you have eliminated them, your behavior immediately changes. The same happens with others who eliminate their reactions.
In this way all problematic situations crumble away as every conflict is always a conflict based on emotions. All true change starts from an individual. A change on a larger scale can happen when everyone does their part in becoming more of a human and less of a creature driven by automated complexes. Some people call that Awakening, which is not wrong since your eyes become more open when stepping out from this dream of autopilot.
How we make that a reality is by every individual taking responsibility for this change. This cannot be an ideology to evolve somewhere to become more of a human. Becoming more of a human is not a meditation. It’s not some kind of exercise at the back of the room where you isolate yourself from society and noise in a lotus position. It has to be practical.
Whenever an automatic reaction occurs at work, walking your dog, or even having dinner with your family, one needs to notice it happening and immediately apply an appropriate technology capable of discontinuing it. This means upgrading ourselves to use our most potent instruments—the dynamic qualities of our consciousness. Consciousness is universal and applies to everyone. However, the inner technology on how to discover this instrument and use it is little known in the world and unique to a pioneering teaching on consciousness created by Ingvar Villido in Estonia.