Becoming part of the solution

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Self-discovery and personal growth, require understanding the fundamental distinction between “being” and “doing” which is often a challenging and enlightening endeavour. This essay delves into the transformative power of operating from a place of authenticity.

The “being level,” is a state of existence where one operates from their core self rather than their intellectual faculties. This state can be likened to being “in the zone,” where actions flow effortlessly without the need for conscious thought. Everyday tasks, such as typing or excelling in sports, become optimised when the intellect relinquishes control to the deeper being level. This observation underscores the idea that our most authentic selves are found when we transcend the confines of the intellect.

Fear and ego are formidable barriers that hinder access to the being level. Fear, in particular, is the force that makes the being level appear untamed and unpredictable. Overcoming these barriers is essential, for it is only when fear is vanquished that the intellect and being level can merge into a harmonious whole. This union enables individuals to think and analyse from the being level, leading to heightened awareness and authenticity.

Authenticity arises when individuals operate primarily from their being level rather than their intellect. Operating from the intellect often results in projecting an image of who one aspires to be, rather than embracing their true selves. Authenticity is presented as a profound transformation of one’s existence, a state where actions and thoughts are a true reflection of one’s inner self.

Consider Mark, a talented musician who has always dreamed of composing his own music but is held back by self-doubt and fear. Whenever he sits down to create, anxiety takes over, causing him to second-guess his every note. These fears stem from a belief that his compositions won’t be good enough, and he’s constantly comparing himself to other accomplished composers. However, when Mark decides to confront these fears and doubts, he starts composing from a place of authenticity. He lets go of the need for validation and begins to trust his musical instincts, resulting in beautiful, heartfelt compositions that resonate with his true self and connect with his audience on a profound level.

One of the challenges we will face is the difficulty in recognising the transition from doing to being. This shift is not immediately evident in the moment and can only be discerned retrospectively. To measure one’s growth, individuals are encouraged to examine changes in their perceptions, relationships, and emotional states over time. Seeking feedback from those who know them well can provide an external perspective on their progress.

Emotions can serve as indicators of one’s state of being. Positive emotions such as joy, love, and peace indicate alignment with the being level, while negative emotions like anger and frustration signal a disconnection. This emotional landscape can be a tangible gauge of one’s progress toward authenticity and operating from the being level.

John had spent years climbing the corporate ladder, driven by a desire to succeed and meet the expectations of others. He prided himself on his ability to multitask, make decisions quickly, and achieve tangible results. Yet, despite his professional success, John often felt a sense of emptiness and disconnection from his work.

It wasn’t until John attended a leadership development seminar that he began to question his approach to leadership. The seminar emphasised the importance of authenticity and self-discovery in effective leadership. John realised that he had been operating primarily from his intellect, constantly striving to meet external standards of success, rather than tapping into his core values and beliefs.

As John delved deeper into the concept of authenticity, he recognised the role that fear and ego played in his leadership style. He was afraid of showing vulnerability or admitting when he didn’t have all the answers, fearing it would undermine his authority and credibility. Moreover, his ego drove him to constantly seek recognition and validation from others, rather than trusting his own intuition and instincts.

Determined to change his approach, John embarked on a journey of self-discovery and personal growth. He began to cultivate a greater awareness of his thoughts, emotions, and behaviors, striving to operate more from his “being level” rather than his intellect. John engaged in mindfulness practices, such as meditation and journaling, to quiet his mind and connect with his inner self.

Through this process, John started to let go of his fears and insecurities, embracing vulnerability as a strength rather than a weakness. He learned to lead with authenticity, expressing his true thoughts and feelings openly with his team. Rather than micromanaging and dictating orders, John empowered his team members to take ownership of their work and encouraged open communication and collaboration.

Over time, John noticed a profound shift in his leadership style and the dynamics within his team. By operating from a place of authenticity, John fostered a culture of trust, respect, and innovation. His team members felt valued and empowered, leading to higher levels of engagement, creativity, and productivity.

By embracing the being level and overcoming the barriers of fear and ego, individuals can tap into their true selves and achieve authenticity. While the journey may not always be clear, the long-term results, changes in emotions, and feedback from others can serve as indicators of one’s progress. It’s a reminder that we are human beings, not merely human doings, emphasising the importance of self-discovery and authenticity in our lives.