By Arthur F. Carmazzi
In Part I, we discovered the evolution of Great Pyramids towards their excellence. Now, we are going to reveal the mystery of cultivating masses of highly motivated people in building timeless organizations.
True Greatness and Superior Leadership Development Lies in Self-Actualization Through Work:
When work turns out to be choice, it no longer manifests itself as work. It is the convergence of personal desire and the endeavors we gladly accept.
When it turned out from the discovery to a Workers’ Graveyard, building Pyramids became a hazardous business. Despite possessing a great attitude, that was a real bummer. So why would anyone want to put in their whole hearted effort and risk their lives in doing so. Was it Bak, or feeling unique, or was it more?
George Reisner of Harvard found that workers graffiti created by “Building Teams” that called themselves by some names such as “Friends of Khufu” and “Drunkards of Menkaure”. These discoveries along with ancient Scrolls suggest that these teams were consist of many classes of people on a rotating basis. This is a clear indication that the managers, architects, and even the priests would take part in the building process.
Did Pharaoh himself go down and carve bricks? None but Ra would know. But in today’s context when cultivating the psychology of a superior workforce, a Hands-on CEO often commands greater respect. Why? Because he/she leads for others and not for a personal ego trip.
The term “Hands on” should be qualified here: a CEO that gets into other peoples job because of frustration or tries to do everything themselves is counterproductive. The hands on type I’m talking about is an individual who takes stride to assist his personnel by supportively directing them. And, who lets his subordinates teach him what and how they are doing in order to have a greater understanding of even the least significant function. This would be a Leader who may see a mop and lead to clean the floor while the janitor’s on his break, then ask the janitor if he did it right when he returns. Or, who may go to the source when a manager is having trouble with equipment and assist him in solving the problem as the manager takes over the responsibilities. These of course must be taken in context of time requirements, but a great leader will be able to manage more time because he/she would be more effective in assisting people to achieve greater and faster outcomes.
In these teams people were equals and as equals established unique identities within the masses. Each of these teams was divided into 5 smaller teams where more cohesiveness amongst team members could be formed. With individual group identities, leaders were able to establish the groups as an essential part of the same objective. They were component of something greater than the individual, they had ownership in it. It was a higher purpose. As a part of these selected teams they had effectiveness that no individual could ever have, they were greater than themselves and even Pharaoh. This turned out to be a way for the ordinary person to have real power, to feel an equal to royalty. The Pyramid became the accomplishment that no one but they could achieve, a part of history that they could tell their children about. A physical manifestation of possessing a part of something which can’t be done by someone else.
This greater purpose bred cooperation and efficiency; there was pride in daily achievements. And each team celebrated with other teams after each completed step of the process. These people didn’t work as individuals, not even as groups, but as an extension of the organization.
To gain self actualization in a workforce, a contemporary organization must ask “Why?”
Why would someone feel powerful working in your organization?
Why would they feel proud to be a part of it?
What is your “Pyramid”, the greater purpose your employees could be a part of?
Each person has his/her own values that he/she must equate and coordinate with the organizational objectives to achieve self actualization. To lead self actualized individuals, a leader doesn’t have to direct or even guide; at this stage a leader collaborates with his people as equals, empowering them as promoters and not employees.
Self actualization stems from personal power. When you recognize power in and of your actions, when you feel like YOU factor in the grand plan of those actions, then you reach the apex of your success. There are 4 steps to accomplish this:
- Create integrated rank teams that maintain equality.
- Let the teams to develop unique identities that align their own values with those of the organization.
- Help teams to identify their own greater purpose.
- Evaluate success on a daily basis to maximize feeling of achievement.
Secrets of a Motivated, Dedicated, and Well Organized Organization:
When Pharaoh got under way to build the greatest of the great Pyramids, he accumulated his greatest and wisest people and encrypted the writings below as a path to greatness:
Secrete writings of the mysterious code hidden in the Pyramids that illuminates the force of superior management. Source: The Carmazzi Scrolls
Plane of CAUSE
- Level of Organization –
PINNACLE
Collaborative Leadership
The Pinnacle of greatness can be achieved when individuals see their work as their purpose.
To nurture this, leaders must collaborate as equals with their people.
There must be a greater purpose to the work, something more significant than the individual,
or the group. While working on the plane of
“CAUSE”,
people work at the level of
“Organization”
_____________________________________________
Plane of ATTITUDE
- Level of Group -
CORE
Guided Leadership
The Core of building greatness is comprised with Attitude.
To develop this attribute for success, leaders must guide their people, cause emotions of
significance that couldn’t be inspired alone. Leaders develop reciprocity by developing an environment
of personal growth that is far superior to the standard. While working on the plane of
“ATTITUDE”,
people work at the level
“Group”
_________________________________________________
Plane of SKILL
- Level of Individual –
FOUNDATION
Directive Leadership
The Foundations of building greatness should be based on skill.
It is essential for a leader to direct and teach individuals until those individuals have mastered
the required skill.While working on the plane of
“SKILL”
people work at the level of
“Individual”
By
Arthur F. Carmazzi, the Principal founder of the Directive Communication Methodology and noted as one of the world’s top Leadership Gurus by Leadership Gurus International. He has 22 years experience specializing in psychological approaches to leadership based workforce enhancement and corporate culture transformation. He is a renowned speaker in the Asian Region and has advanced the Corporate Training industry with innovative experiential techniques and tools that have been acknowledged by some of the world’s greatest organizations. He is the best selling co-author of “The 6 Dimensions of Top Achievers”, and author of “Identity Intelligence” and “Lessons from the Monkey King”.
Arthur is the developer of the CBCI (Colored Brain Communication Inventory) and HDMA Emotional profiling tools used for “Psycho-Productivity” management. These tools have been implemented across a variety of HR and Leadership disciplines by numerous multinationals to generate greater efficiency of human capital. The unique “linked implementation” structure of Arthur’s tools and methods have earned him and the Directive Communication methodology accreditation from the prestigious American Institute of Business Psychology.
You can find out more about Arthur F. Carmazzi at Leadership Development Training (www.directivecommunication.com) and Carmazzi Leadership Development (www.carmazzi.net).
