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A
Yes,
that
is
correct,
I'll
go
more
in
depth.
I
think
we're
about
ready
to
begin
I'll.
Surely
I'm
gonna
need
the
minutes
to
go
more
in
depth.
So,
let's
get
started.
Why
don't
we?
Okay?
So
as
juanka
said,
the
today's
master
class
or
the
graviton
training
session
is
going
to
be
on
the
psychology
of
human
leadership
and.
A
And
basically,
what
it
is
is
I'm
providing
an
ontology
of
leadership,
a
framework
for
everyone
to
understand
how
leadership
works,
because
really
leadership
is
it's
an
inevitable
part
of
our
lives
right,
we're
we're
always
being
led.
A
Excuse
me
yeah,
I'm
gonna,
I'm
gonna
ask
everyone
to
please
silence
their
microphone.
I'm
gonna
have
in
the
end,
there's
gonna
be
like
30
minutes
to
to
get
some
questions
then.
So
I'm
just
gonna
talk
for
a
lot
of
time
and
then
we
can
discuss
it
together
on
the
on
the
last
30
minutes.
So
it's
gonna
be
like
one
hour
of
me
talking
and
then.
Hopefully,
a
lot
of
new
people
can
stay
for
30
minutes
where
we
can
have
a
discussion
and
yeah.
That's
that's
the
dynamic.
A
So,
as
I
was
saying,
we
cannot
escape
being
led
really
and
at
the
very
minimum,
we're
being
led
by
our
culture
and
our
internalized
values
and
really
people
who
are
interested
in
leadership
wish
to
transform
themselves
from
directed
to
directing
persons
and
well
that's
why
it's
I
mean
it's
relevant
for
for
everyone,
whether
you're,
a
manager
or
or
just
a
contributor.
A
What
I'm
gonna
be
talking
about,
hopefully,
will
give
you
a
better
understanding
of
how
these
power
dynamics
work
in
terms
of
leadership.
So
we
we
experience
leadership
really
in
in
the
in
the
most
explicit
and
considered
state
and
in
the
working
environment.
Right
and
leadership
really
contains
questions
of
how
we
cope
with
life
intuitively.
We
we
think
of
leadership
as
as
as
something
that
is
defined,
normatively
right.
That
has
some
type
of
ethical
expectation
that
is
placed
on
leaders,
but
really
the
the
phenomenal
leadership
really
extends
beyond
ethical
expectations.
A
It
is,
it
is
irrespective
or
indifferent
of
ethical
expectations.
There
are
gonna,
be
as
we're
gonna
see.
They're
gonna
be
part
of
the
lemmas
that
get
brought
up
in
in
in
in
when
someone
is
in
a
leadership
position
and
where
you're
trying
to
mediate
between
a
person
individually
and
the
team
as
a
collective.
A
So
as
I'm
saying
it's,
it's
not
only
an
inevitable
part
of
our
lives,
but
it
is.
It
is
critical,
so
I
I
wanted
to
take
this
chance
to
like
analyze
leadership
from
a
psychological
lens,
and
so,
let's
start
with
defining
leadership
right
like
let's,
let's
the
the
working
definition
that
I
gonna
be
using
for
leadership,
the
determination
of
movement
right
leadership
as
determination
of
movement,
and,
as
I
said
it
is
the
most
relevant
in
the
in
the
professional
sphere,
in
the
working
environment
and
yeah.
A
So
there
are,
there
are
antithesis
of
leadership.
There
are
states
that
make
leadership
not
possible,
and,
interestingly,
freedom
is
the
the
is
one
of
the
physicists
of
leadership.
Another
one
is
conflict
which
is
very
relevant
to
being
a
graviton
and
another
one
is
a
fully
determined
system
which
is
basically
when,
when
someone
or
something
is
not
leading
another,
but
they
are
driven
by
invisible
forces,
for
example
like
we
cannot
say
that
the
sun
is
leading
the
earth
right
with
their
gravitational
pull.
A
It's
just
a
determined
system,
that's
part
of
our
nature
and
and
the
cosmos.
So
the
three
states
that
are
antithetical
to
leadership
is
freedom,
because
in
situations
where
you
can
make
decisions
without
experiencing
direction
from
outside,
we
cannot
say
that
leadership
as
we
understand
it
takes
place.
So
that's
that's
definitely
interesting
and
I,
I
sure,
can
think
a
couple
of
ethical
dilemmas
that
that
would
present
the
second
one
is
conflict
right
conflict.
Is
it's
really
characterized
by
the
fact
that
you
cannot
direct
the
actions
of
of
of
your
opponents?
A
People
who
are
you're
in
conflict
with
and
as
such
a
leader's
task
inherently
in
conflicts,
is
to
end
the
conflicts
by
creating
acceptance
of
the
leadership
relationship
and,
as
I
said,
the
third
one
would
be
fully
determined
systems
where
things
just
happen
because
of,
for
example,
gravity
or
or
things
that
are
not
being
directed,
but
are
part
of
the
structure,
whether
it's
not
natural
or
artificial,
and
so
I'm
gonna
be
referencing
diagrams
that
I
posted
on
the
gravity
channel.
So
if
you're
not
on
the
gravity
chat,
please
go
there.
B
By
the
way
are
not
possible
to
be
opened
normally,
it
gives
me
some
kind
of
warning
discord
itself.
So
I'm
glad
you
posted
them,
but
there's
a
bit
of
an
issue
with
that
methodology
in
the
sense
that
they're
not
readable
and
that
well
in
the
size
there.
So
that's
always
all
I'll
point
out.
A
Okay,
okay!
Well,
I'm
I'm
happy
to
compile
them
and
send
them
out
to
everyone,
especially
if
you
shoot
me
a
dm
and
say
hey.
Your
presentation
was
okay,
but
I'd
like
to
delve
more
deep
into
this,
unfortunately,
because
of
the
time
constraint,
I'm
not
going
to
be
able
to
really
go
a
lot
into
the
depth
of
these.
A
So
a
lot
of
these
things,
I
don't
want
to
say
you're,
going
to
have
to
trust
me
on
there,
take
them
for
granted,
but
I
invite
you
to
definitely
look
at
the
resources
and
the
book
that
inspired
this
talking.
I
could
share
with
you
but
yeah.
So,
as
we
can
see
like
on
the
first
diagram,
like
leadership
is
the
direction
of
movement.
It
is
not
chance
influence.
A
A
We
can
start
to
see
how
leadership
is
it's
intrinsic
to
conflict
management,
because
you
want
to
lead
both
parties
into
a
situation
that
they
can
both
agree
and
that
they
can
compromise
on
right.
So
leadership
is
also
a
successful
endowment
with
social
meaning
we're
going
to
go
more
into
depth
in
this,
and
it
is
also
powerful
and
potential
because
it
holds
the
capability
to
incur
costs
on
others.
This
is
one
of
the
most
interesting
things
might
be
somewhat.
A
A
So
really
what
it
is
is
it
is
powerful
in
the
sense
that
you
can
incur
costs
for
others
you
can.
There
has
to
be
consequences
for
people
who
do
not
wish
to
concede
to
your
leadership
position
right
again,
I'm
not
going
to
go
into
the
whole
political
correctness
of
it.
Like
obviously,
take
this
we're
ground
assault,
as
I've
mentioned
earlier,
like
leadership
exists,
independent
of
ethical
implications.
A
A
It
has
to
be
able
to
to
motivate
people
and
to
create
a
meaningful
goal.
That
is
visionary
that
is
achievable
and
that
will
allow
others
to
basically
surrender
their
will
to
you.
If
you
think
about
it,
like
the
leader
wants
their
their
first,
they
create
their
own
will
and
then
they
want
people
to
to
follow
them
towards
a
certain
goal
that
they
declare.
A
So
there
are
three
things
that
that
that
go
into
this
framework,
where
there
are
leadership
actions,
there
are
leadership
structures
and
then
the
leadership
results.
The
leadership
actions
are
in
a
sense
constrained
by
the
structure,
the
less
structure
that
there
is
the
more
that
a
leader
needs
to
be
able
to
through
their
charisma
and
we're
going
to
define
that
the
charisma
aspect
of
it,
but
without
a
a
region
structure
in
place,
the
organization
depends
more
on
the
leader
to
actually
lead
the
way.
A
It's
very
interesting
that
that
the
leadership
structures
that
we
have
right
now
being
that
the
state
an
institution,
a
company
they
they
were
brought
on
by
leadership
actions
of
the
past,
but
they
are
not
a
leadership
action
per
se
right.
A
leadership
structure
is
a
legacy
of
earlier
leadership
actions.
I
thought
that
was
incredibly
interesting
because,
at
least
for
me,
I
I
I'm
infatuated
with
with
the
the
notion
of
leaving
a
legacy
behind
that
transcends
and
that
lasts
longer
than
your
80
90
years
here
on
earth.
A
So
leadership
structures
are
the
legacy
of
earlier
leadership.
Actions
and
leadership
results
are
the
outcomes
of
these
leadership
actions.
A
Unfortunately,
sometimes
it
is
hard
to
assess
the
leadership
success,
especially
the
on
on
long
term
projects,
if
you
think
about
like,
like
like
a
a
president's
four
year
project
or
in
my
country
six
years.
So
it's
it's
hard
to
assess,
especially
if
they
have
like
a
ten
year
vision
in
place,
but
the
more
the
long-term
projects,
the
harder
it
is
to
it
right.
A
So,
interestingly,
as
well
like,
we
can
also
think
of
culture
in
terms
of
leadership
right
culture
is,
is
the
sum
of
leadership
structures
that
that
we
follow?
They
might
be
social
and
unprofessional,
but
there
are.
A
There
are
certain
costumes
that
we
have
and
the
aggregation
of
it
seeing
from
a
psychological
sense
is
culture,
and
they
are
I
closely
tied
to
to
leadership
and
to
the
leadership
actions
with
people
in
the
past
that
either
were
trailblazers
that
that
that
ended
up
creating
that
type
of
structure
that
we
still
follow
to
this
day.
We
do
not
think
about
it.
That
way,
I
thought
it
was
incredibly
interesting.
Also,
we
started
getting
into
more
practical
approaches.
A
Leadership
is
not
conceivable
without
goals
right,
there
have
to
be,
there
have
to
be
goals
and
and
really
the
the
goals
that
that
that
a
leader
projects
they
require,
of
course,
leadership
action,
but
they
require
some
sort
of
exertion
of
will
and
and
to
overcome
certain
type
of
adversity
that
that
is
gonna
lead
from
where
you
are
right
now,
through
the
obstacle
and
into
the
state
that
you
want
to
get
at
as
a
leader
or
that
you
want
to
get
your
team
as
leader
and
personally,
self-leadership
really
means
committing
yourself
to
goals
and
pursuing
them
right.
A
It's
it's
not
only
people
professionally
or
in
your
organization,
but
it's
also
a
matter
of
sales
leadership.
If
you
commit
to
your
goals,
you
get
the
discipline
to
pursue
them
and
to
create
a
structure
again,
a
leadership
structure
that
can
channel
those
leadership
actions
and
actually
achieve
the
leadership,
your
souls
or
your
ambition,
and
so
the
first
thing
we
we're
trying
to
create
some
sort
of
like
process
right
for
a
leader
number
one
would
be
the
formation
of.
Will
you
you
a
leader,
someone
or
yourself?
A
You
have
you
have
some
some
vision
in
your
mind
or
where
you
want
to
get
at
and
talking
about
in
the
professional
context.
Number
two
would
be
the
identification
of
followers
right.
So
so
maybe
grief
started
with
this
idea
of
tc
and
then
with
from
reading
a
post
by
by
jeff,
and
then
he
approached
levy
and
and
then
they
got
tam
in
and
so,
but
the
first
thing
was
someone
in
there.
A
One
of
the
co-founders
had
to
have
a
will
and
then
that
person
identified
the
followers
approached
them
persuaded
them
that
their
vision
was
achievable
and
meaningful
to
not
only
achievable,
meaningful
and
and
then
comes
the
leadership
action
right,
and
so,
where
the
leader's
goals
come
from
right,
it's,
it's
really
they're
right
from
disappointment
or
optimism
and
they're,
always
ethical
right,
they're,
ultimately
related
to
the
past,
and
they
require
the
pulling
of
strengths
and
yeah.
A
So
another
interesting
part
that
I
that
I
encounter
was
that
it
it's
really
about
the
journey
and
not
the
destination
and
and
great
tasks,
turn
leaders
into
heroes.
A
A
You
know
it's,
it
started
from
from
from
a
great
task
that
someone
envisioned
and
probably
a
lot
of
people
told
that
person
that
he
was
crazy,
that
leader
or
that
she
was
crazy,
but
that
person
had
the
vision
and
the
influence
to
articulate
its
own
will
in
a
persuasive
way
to
actually
get
their
followers,
get
enough
followers
to
actually
accomplish
it
in
an
organized
manner
and
and
to
and
will
create
a
structure
where
the
leadership
actions
can
actually
transform
into
results
right,
and
so
there
are.
A
There
are
really
six
aspects
that
characterize
the
magnitude
of
leadership:
the
magnitude
of
the
problem,
the
denial
of
the
need
for
change,
cooperation
with
difficult
followers,
scale
of
dynamics
and
conflict
between
followers
difficulties
in
communication
and
traditional
dysfunctional
leadership
structure.
So
we
can
see
how
it's
it's
intricately
tied
to
managing
composite
right
change
management
is
also
a
huge.
I
probably
one
of
the
most.
A
Practical
or
or
one
of
the
most
clear,
clear
departments
or
roles
where,
where
leadership
takes
place,
you
have
to
persuade
people
that
the
actual
path
where
you
want
to
take,
or
the
product
or
service
that
you
want
to
launch,
is
actually
good
for
the
company
and
and
and
it
requires
structuring
so
people
people
don't
want
to
change
our
our
minds
can
do
marvelous
things,
but
they
function
only
with
the
with
the
energy
of
a
light
bulb
right.
So
they're
we
we're
lazy,
it's
not
a
bad
thing.
A
It's
how
we
manage
energy,
and
so
sometimes
organization
needs
a
leader
to
actually
go
through
the
obstacles
to
actually
calm
people's
fears,
and
I
don't
mean
fear,
like
palpitations
and
like
horror,
movie,
fear
but
fear
in
terms
of
uncertainty.
You
can
think
of
fear
in
the
context
that
I'm
going
to
be
explaining
as.
A
A
What
are
the
leader
needs
right
like
competence
is,
is
something
a
major
aspect
in
informing
hierarchies
right.
I
have
to
have
certain
types
of
skills
to
have
the
sensitivity
to
position,
people
with
special
skills
in
the
right
position
of
the
organization,
and
we
can
see
that
like
pretty
explicitly
in
the
animal
kingdom
right,
how
they
distribute
their
roles
within
a
pack
of
wolves
and
within
within
chimpanzees
and
other
types
as
well.
Of
course,
we
have
more
intricate
ways
of
dealing
right.
A
Essentially,
I'm
gonna
start
talking
about
about
charisma,
now
right
how
how
how
to
generate
leadership,
strength
through
confidence
and
trust
and
the
the
leadership
attributes
of
charisma.
It's
it's
somehow
understood
as
mystical,
irrational,
sometimes
even
associated
with
like
seduction
and
delusion.
Even
but
but
really
it's
neither
good
or
bad.
It's
it's
it's
it
there's
no
sense
in
criticizing
charisma
right.
A
It
really
what
it
is
is
it's
not
god-given,
we
can
grow
and
develop
it,
but
what
it
is
is
a
charismatic
person
has
the
ability
to
calm
people's
fears
right
to
to.
A
Bring
people
to
a
peace
of
mind
that
when
they
are
being
led
by
you,
if,
if
they,
if
they
agree
to
be
led
by
you,
you
will
not
let
them
down
in
terms
of
maybe
meeting
the
goals,
a
salary,
a
certain
type
of
work
organization,
a
structure,
perks,
etc.
You
know
different
things
that
leaders
can
offer
and
but
really
the
basic
conditions
for
leadership.
Success
really
are
a
goal
right.
We
need
a
goal
we
need
to
com.
A
We
need
to
know
how
to
confront
people
that
you
lead
with
this
goal
and
how
to
deal
successfully
with
the
emotions
that
the
goal
brings
into
people.
This
is
this
is
perhaps
one
of
the
the
most
interesting
things
in
leadership.
Well,
goals,
they're,
not
they're,
not
rational,
or
actually
they
are
rational,
but
they
bring
out
emotional.
They
have
emotional
consequences
in
people
I
mean
you
can
only
imagine,
like.
A
I
don't
know
like
steve
jobs
when
he
first
told
people
that
he
wanted.
You
know
his
whole
music
library
and-
and
you
know,
a
small,
a
small
machine,
the
size
of
an
ipod.
You
can
imagine
like
how
these
people
reacted
emotionally,
like
this
is
impossible.
You
cannot
do
this,
it's
a
waste
of
money
and
resources,
we're
gonna
get
uterine.
A
It
was
on
fire,
so
it
was
a
rational,
albeit
maybe
probable
or
or
hard
to
accomplish
tasks,
but
it
elicited
an
emotional
reaction,
and
leader
needs
to
be
able
to
be
savvy
rationally,
to
be
able
to
articulate
their
goals
and
to
create
the
structures
that
lead
people
to
the
goal
and
emotionally
as
well,
have
that
emotional
intelligence
to
lead
with
people
to
to
manage
the
people
and
the
the
the
the
consequences,
emotional
consequences
that
that
are
gonna
write
from
people
and
so
the
greater
the
goal
really
the
the
more
need
of
the
charisma,
because
they
cause
intense
emotions
and
really
you
cannot
ignore
karis
more
rejected.
A
If
you
want
great
leadership
to
take
place,
I
mean
grief
is
a
great
example
of
a
great
leader,
charismatic
person,
extremely
competent,
really
knowledgeable
and
he's
he's
been
able
to
to
to
lead
the
tease
into
where
we're
around.
Like
blanca,
I
mentioned
it,
he
it's
a
great
example
of
all
the
stewards.
A
Really
but
let's
say,
gravity
wonka
had
the
leadership
action
to
create
the
leadership
structure
of
gravity
and
the
second
graviton
training
right
gravity
in
general,
in
a
specific
second
rabbit
in
training,
and
it's
going
to
leave
a
legacy
that
is
going
to
outlast
him
and
his
position
as
as
the
gravity
steward.
A
So
that's
a
clear-cut
example
of
leadership
frame
within
the
structure
that
I've
provided
and
again,
charisma
is
very
related
to
to
fear,
but
fear
here
is
meant
more
as
a
basic
urge
to
act
right,
the
fear
of
not
achieving
goals
that
could
be
achieved
and
not
realizing
the
potential
that
that
can
be
realized
not
making
the
most
of
of
the
most
of
your
life.
A
The
most
of
your
opportunities
is
the
type
of
fear
that
I'm
that
I'm
talking
about
right
so
fear
really
generates
the
emotional
readiness
readiness
to
allow
oneself
to
be
to
be
led
and-
and
now,
if
you
look
at
number,
two
figure,
2.1
trust
as
a
source
of
charisma.
A
We
can
see
how
how
trust
is
deeply
linked
with
the
integrity
that
is
honesty,
advanced
to
principle,
humanism
and
with
the
confidence
that
comes
when
having
competence.
Fitness
and
the
hope
that
something
is
achievable,
so
charismatic
leaders
really
need
to
to
instill
trust
right,
and
something
very
interesting
is
how
fear
is
related
to
leadership.
I
think
I
mean
given
the
the
the
situation
that
we're
living
right
now
globally,
we've
seen
a
lot
of
fear-mongering
and
it's
it's
interesting.
A
How
it's
interesting
to
understand
that
that
that
leading
is
also
related
to
fear-
and
I
I
I
I
cannot
stress
this
enough
whenever
someone
is
trying
to
frame
a
situation
in
a
way
that
elicits
fear
in
you
ask:
where
are
they
trying
to
lead
you
to,
but
right,
because
fear
is
usually
accompanied
by
a
solution,
and
I'm
gonna
go
more
into
that
in
a
little
bit
about
how
the
the
ability
to
frame
a
situation
as
a
crisis
is
also
incredibly
important
right
and
so
something
else
interesting
is
charisma.
A
Is
relative?
Really
it's
time-dependent,
it's
culturally
dependent!
It
it
really
there
there's
there's
really
not
a
not
a
set
of
personality
traits
that
that
equate
charisma.
It
really
depends
on
the
culture
and
on
the
on
the
goal
and
and
so
yeah
going
more
into
into
the
okay.
So
another
thing
is
the
the:
if,
if
you
look
at
the
number
three,
the
attributes
of
the
four
different
orientations,
so
we
depending
on
where
we
fit
on
these
orientations
depending
on.
A
If
we
are
relationship,
oriented
or
stimulation
oriented
balance,
oriented
or
autonomy
oriented,
I'm
going
to
go
more
into
that
of
those
depending
on
on
on
which
type
of
orientation
we
are.
We
respond
differently
to
two
people
leading
us
right
and
that's
very
interesting,
because
we
have
to
understand.
We
have
to
have
this
sensitivity
with
regards
to
people
we
have
to
upon
talking
to
them
and
maybe
having
an
onboarding
call
or
just
31
hour
type
of
getting
to
know
one
another.
A
A
leadership
skill
that
pays
off
is
actually
realizing
what
type
of
orientation
that
person
is
so
that
you
know
how
you
can
lead
lead
them
towards
a
certain
goal
that
you
might
have,
and
so
really
what
I'm
trying
to
say
is
that
behavior
is
influenced
by
offerings
of
meaning,
and
we
see
different
types
of
meaning
depending
on
our
orientation
on
the
rational
side
is
meaning
the
leads,
but
but
on
the
emotional
side,
like
I
said,
it's,
the
the
desire
to
to
decrease
fear
in
terms
of
fulfilling
one's
goals
and,
and
so
as
I've
said,
power
is
the
the
ability
to
induce
negative
consequences
and
really
creating
positive
emotional
experiences
requires
like
initiative
on
the
part
of
the
leader.
A
We,
we
don't
want
a
leader
who
only
leads
by
by
by
threats
or
or
by
type
type
of
action,
by
the
way,
as
I'm
talking
about
this
have
in
mind.
Having
the
back
of
your
mind,
how
these
pertains
to
dallas
right,
because
this
is
very
hierarchical
and
and
vertical
in
a
way.
Dallas
are
more
horizontal.
A
So
this
theory,
in
a
sense,
I'm
still
I'm
co-creating
a
way
to
adapt
this
into
a
dial
context
with
every
one
of
you.
So
definitely
bear
that
in
mind
and
yeah.
So
so,
really,
meaning
power
and
initiative.
You
know
kind
of
like
the
trifecta
of
leadership.
They
can
compensate
each
other
to
a
certain
extent
right.
Maybe
right
now,
in
the
economic
sphere,
a
lot
of
leaders
don't
have
the
opportunity
to
make
really
big
offerings
in
terms
of
meaning,
I
think
in
the
dc.
A
We
can
because
what
we're
trying
to
accomplish
of
building
bottom
down
very
bottom-up
economies,
but
that's
not
the
case
if
you
work
like
in
wall
street,
like
let's
just
make
money
right,
greed
is
good
type
of
type
of
frame
which
neither
good
or
bad
it
just
is
pathologically
bring
to
an
accessory.
It
has
very
narrow
consequences,
but
we're
already
seeking
in
in
a
certain
magnitude
right.
A
So
if
we
think
about
it
right,
the
meaning
offered
by
a
catholic
church
was
so
vast
throughout
history
in
western
europe
that
that
really
the
pope
didn't
need
any
armies
right.
So
it
could
lead
people
just
spiritually
and
I
don't
think
we're
we're
gonna
end
up
getting
to
a
point,
but
there
are
different
ways
to
legitimize
leadership
and
one
of
them
like
charles
was
okay.
I
am
god
right.
That's
like
the
pharaoh,
only
legitimization
with
kings
right,
the
monarchic
one
is,
I
am
god's
representative
with
the
genius
one.
A
It's
more
more
down
to
our
era
is,
I
am
more
brilliant,
talented
than
others.
Therefore
I
I
lead
I
can
lead
and
trust
is
others
trust
more
trustworthy.
Thus
I
can
lead
others,
so
we
can
see
how
trust
interplays
with
leadership
as
well
and
and
yeah.
If
you
look
at,
I
I'm
like
really
trying
to
go
fast
through
this,
but
there's
a
lot
of
content
right.
A
So
again
I
invite
you
to
to
dive
deeper
into
this
in
your
own
time
later
I
can
point
to
the
resources
we
can
talk
about
it
like
on
one
on
one.
This
is
extremely
interesting
to
me.
I
love
to
talk
about
it.
If
you
look
at
number
six
and
how
the
persuasion
of
search
and
motivation
complement
one
another
as
the
three
leadership
strategies,
we
can
see
how
it's
mostly
emotional
right,
like
most
of
them,
are
emotional
and
and
yeah.
A
So
a
leader
wants
to
endow
goals
with
meaning
wants
to
put
meaning
into
goals
which
are
suspicions
and
conception
of
the
future,
and
they
have
a
reason
to
do
that.
It
might
not
be
explicitly.
A
Verbalized,
but
we
can
trying
to,
we
can
get
at
the
fact
that
there's
a
reason
behind
them
by
the
amount
of
exertion
that
that
is
that
that
the
leadership
is
trying
to
summon
in
a
way
right
by
the
team
behind
it.
By
how
complex
this
structure
is
or
intricate,
maybe
be
a
better
word
and
and
so
yeah
in
in
a
more
like
a
corporate
context,
we
can
see
how
profitability
performance
and
cooperation
are
are,
is
how
leadership
is
breakdown
right
and
yeah.
So.
A
The
another
thing
is
is
having
having
you
know
like
like
operationally
having
strategies
to
assert
one's
power.
It
doesn't
really
have
to
be.
I've
always
found
fascinating
how
like
in
in
movies
and
series,
especially
like
house
of
cards,
rebellions
how
you
have
people
and
and
when
they
want
to
lead
another
person,
they
just
go
out
and
start
telling
a
story
right,
that's
a
symbolic
representation
of
power.
They
are,
they
are.
A
They
are
trying
to
get
at
that
person
without
rationally
telling
them
do
this,
or
do
that
but
they're
trying
to
get
out
sideways
right
through
a
story
that
is
going
to
convey
emotionally
that
you
should
follow
them.
The
person
who's
telling
the
story
or
that,
if
you
do
not
follow
them,
there
will
be
consequences,
because
that
would
be
said
power
is
the
capability
to
produce
unpleasant
consequences.
A
lot
of
these
stories.
A
Instead
of
threatening
someone,
you
can
tell
a
story
about
someone
who
didn't
do
what
you
told
them
to
do
or
who
didn't
follow
your
leadership
and
something
bad
and
that
are
happening.
It
doesn't
have
to
mean
that
you
caused
that.
But
you
know
there
are
different
type
of
leaders.
I
guess,
like
I
said
it's
a
great
social
phenomenon,
and
so
assertion
is
an
internal
part
of
leadership
right.
A
We
can
see
here
on
on
figure
number
nine
table
three
point,
one:
how
there's
tension
crisis
escalation
and
the
breakup
or
a
change
in
the
relationship
and
yeah.
So
three
essential
forces
for
for
motivation
right
if
we
go
more
into
the
psychological
mechanism
of
motivation
and
being
being
motivated,
is
really
the
inner
compulsions
and
the
needs
right.
If
you
want
to
motivate
someone,
you
need
to
know
their
inner
compulsions
and
their
needs,
and
this
is
what
I
what
I
was
talking
about
with
the
four
orientation
that
each
person
has.
A
If
they
are
relationship
oriented
a
very
stimula
is
stimulation
oriented
if
they
are
autonomy-oriented
and
if
they
are
balance,
oriented
and
really
their
whole
their
whole
lens
of
how
they
look
at
the
world
and
how
they
perceive
it,
how
they
internalize
situations
is
going
to
be
colored
by
that
particular
type
of
orientation.
So
it's
very
useful
to
know
at
the
very
least,
your
orientation
so
that
you
know
how
to
react.
A
How
you
react
to
to
situations
because
they
have
they
have
pros
and
cons
different
types
of
orientations,
depending
on
the
situation
that
you're
engaging
in
and
so
number
one
you're
doing
your
compulsions
and
the
needs
number
two,
the
rewards
and
the
compensation
right.
A
You
have
to
provide,
rewards,
be
it
praise,
be
tch,
be
it
die,
be
it
dollars
you
there
has
to
be
some
rewards
and
compensation
and
number
three,
the
the
quality
of
trading,
the
same
path
together
right,
the
cultural,
build
the
the
fact
that
we're
all
in
this
together
we
have
created
this
harmonious
community,
everyone's
respect,
everyone
respects
one
another.
We
encourage
one
another,
we
empower
one
another
and
that's
part
of
of
of
motivating
people
right
once
they
get
in
the
community.
They
contrast
our
community
with
their
own
community.
A
They
say
what
the
am
I
doing:
working
nine
to
five
when
people
are,
you
know,
working
in
dials
all
over
the
world,
everyone's
nice
to
one
another,
it's
sort
of
like
utopic.
In
a
way,
I'm
sure
there
are.
There
are
things
that
issues
that
need
to
be
focused
on
and
we're
working
on
them.
But
I
think
it's
it's
a
way
forward.
It's
it
we're
progressing
in
terms
of
a
leadership
structure
from
the
corporation
to
the
distributed
autonomous
organization
right,
it
is
a
leadership
structure.
A
Hashtag.
Thank
you
satoshi,
so
leaders
grow
when
they
learn
to
adapt
themselves
to
different
employees
right
to
the
orientation
of
their
particular
employees,
and
leadership
is
always
instrumental.
If
you
don't
want
to
be
instrumental
as
a
leader,
then
nothing
will
improve,
and
so
leadership
does
not
take
place
in
vacuum.
A
It
happens
in
real
situations,
and
you
you,
interestingly,
if
everything
is
moving
in
the
right
direction
and
everyone
is
going
a
certain
way
as
planned,
there's
no
need
for
leadership
right
and,
and,
moreover,
leadership,
ambition
even
generates
resistance.
If
there's
no
problem
to
solve
people
are
like,
why
do
we
need
you
as
a
leader?
Why
do
we,
which
subconsciously
what
that
means
is?
Why
would
I
want
to
surrender
my
will
and
my
time
to
you
when
there's
really
no
problem
that
you're
attempting
to
solve
right?
A
And
and
and
we
can
look
at
this
and
figure
4.1
right,
like
framing
a
situation
as
a
crisis
having
the
situational
sensitivity
to
interpret
a
situation
as
a
crisis
and
declare
it
as
a
crisis
and
say:
hey,
you
know,
I'm
the
one:
who's
gonna
lead
people,
you
know
through
this
crisis
and
into
the
solution,
and
so
the
term
group
totalization
means
that
you
have
to
basically
frame
a
situation
in
a
certain
way
and
totalize
the
perception
of
the
followers
in
a
way
that
they
will
leave.
A
They
will
accept
your
leadership
role
right
and
I
mean
we
can
we
we
see
that
nowadays,
with
you
know
with
the
crises
that
we're
having
either
you're
you're
you're
pro
the
the
the
vaccine
or
or
pro
stay
in
your
home
whatever
it
is,
they
are
framing
the
situation
as
a
crisis
and
because
they
frame
the
situation
that
crisis,
they
have
a
lot
of
maneuver
a
lot
of
power
that
people
give
them
really
people
surrender
their
own
power
to
leaders
when
they
can
frame
a
situation
as
a
crisis,
and
so
interestingly,
leaders
have
there's
a
tactical
advantage
if
you
will
on
being
unethical
and
and
framing
as
exaggerating
the
situation
as
a
crisis,
because
people
will
surrender
their
power
to
you.
A
Of
course,
I
I
I'm
against
that,
but
I'm
just
saying
it
it
happens.
It
happens
a
lot,
especially
in
politics
right
so
again,
whenever
someone
frames
a
situation
as
a
crisis
either,
because
a
country
has
nuclear
weapons
or
because
they're
the
virus
came
from
somewhere
or
because
xyz,
the
always
a
leadership,
a
leadership
direction,
literacy
vector
if
you
will
necessitates
that
you
declare
a
crisis
so
that
other
people
will
surrender
their
will
to
you.
A
A
People
are
just
you
know,
walking
like
it's
a
ninja
video
everyone,
everything's
cool
everything's
gucci,
but
it's
really
when
there's
a
crisis
when,
when,
when
the
situation
needs
a
leader
to
resolve
that
crisis
and
and
so
a
stimulus
can
be
provided
for
for
the
leadership,
if,
if
if
there
are
structural
elements
in
place,
so
what
I'm
trying
to
say
is
is
to
the
close
situation,
a
crisis,
a
leader
basically,
is
making
two
fundamental
statements
right.
There
is
pressure
to
act
and
a
decision
needs
to
be
made
like
it's
incredible.
A
How
how
much
this
applies
to
mainstream
media
and
and
how
and
how
they
they
frame
certain
situations
in
a
way
that
is
exaggerated.
A
I'm
not
saying
that
the
current
crisis
is
not
grave,
and
that
requires
sacrifices.
I'm
just
saying
that
they
have.
They
are
getting
an
advantage
right
from
framing
it
in
a
way
that
induces
fearing
people
and
exaggerating,
etc.
So,
bear
that
in
mind,
whenever
someone
tries
to
lead
you
to
a
certain
situation
right
and
so
yeah
going,
we
looked
at
the
actual
state,
how
there's
a
crisis
or
an
obstacle,
and
the
leader
wants
to
get
through
that
to
the
state.
That's
when
that's
figure,
11.
A
and
figure
12
again,
it's
the
actual
situation,
but
there's
pressure
right,
there's
a
need
for
decision
making
and
the
leadership
accident
is
going
to
stimulate
a
path
towards
the
goal
that
is
going
to
solve
that
situation
and
he's
going
to
release
that
tension,
and
that
pressure
and
even
even
in
the
even
like
the
hero's
journey
is,
is
really
framed
from
a
leadership
lens.
If
you
think
about
it,
it's
like
okay,
a
character
is
in
a
zone
of
comfort,
but
they
want
something.
So
they
enter
an
unfamiliar
situation
and
they
adapt
to
it
right.
A
The
opposite
was
the
unfamiliar
situation
or
maybe
be
led
by
a
new
leader.
They
adapt
to
it
because
they
have
a
new
role
that
they
have
to
perform.
Now
they
get
what
they
want
in
the
rewards
and
the
stimulus
that
they
get
from
the
leader.
Maybe
they
pay
a
heavy
price
for
it
because
they
can
see
their
family
that
much
they
have
to
travel
too
far
away
lands
or
battle
a
dragon
or
or
a
sorcerer.
That
does
death
magic.
I
don't
know,
but
they
return
to
their
familiar
situation.
A
Having
changed
and
all
this
really
it's
it's
it's
it's
a
leadership
character
arc.
I
I
wouldn't
say
that
that's
too
out
there
to
think
that,
and-
and
so
there
are
three
problem
problem
types
with
different
leadership
strategies
right-
there
are
decision,
making
problems,
they're,
innovation,
problems
and
information
problems,
but
right
now,
as
we
are
entering
the
the
last
order
of
the
class
I'd
like
to
go
into
the
conflict
management
of
of
leadership,
let
me
just
look
for
it
in
my
notes:
yeah.
Okay.
A
So
how
do
you?
How
do
you?
How
do
we
generate
leadership
strength
in
in
complex
situations?
Right,
as
we
said,
conflict-free
groups
are
not
required
leadership
right,
so
conflict
management
is
going
to
require
a
lot
of
leadership.
Honestly,
a
lot
of
leadership.
You
have
to
mediate
two
people
they
want
to
get
their
own
way.
You
have
to.
You
have
to
have
the
situational
sensitivity
to
know.
What's
their
orientation
right,
are
they
stimulation
oriented?
Are
they
relationship
oriented
like
what?
What
do
they
want
or
or
how
do
they?
A
A
Something
interesting
is
that
revolutions.
This
is
like,
like
a
tangent
or
like,
like
a
like,
like
something
apart
right.
Revolutions
result
from
crises,
but
the
changes
revolutions
also
create
victims
right
they
create
victims
and
the
really
the
changes
that
are
triggered
by
good
leadership
are
simply
organic
growth
and
the
sorry
about
that
yeah,
the
organic
growth
that
we
need
is
is
something
that
that
that
longer
lasting
than
revolutions
really-
and
we
can
think
of
the
catholic
church,
missionary
efforts
as
integrating
existing
structures.
A
They
went
into
indigenous
communities
and
they
tried
to
frame
christianity
in
a
way
that
would
somehow
you
know,
seem
familiar
to
people
who
hate
humans
or
sacrifice
humans.
You
know
in
their
religious
rituals,
so
yeah,
so
the
more
complex
going
back
to
to
conflict
situations,
the
more
conflict
written
a
group
piece,
the
greater
its
need
for
leadership.
A
I
mean
think
about
the
israel-palestine
conflict
right
now,
how
much
leadership
that
needs,
and
throughout
hundreds
of
years
it
hasn't
been
able
to
resolve,
because
there
hasn't
been
a
leadership
figure
or
the
leadership
structures
created.
The
leadership
actions
have
been
insufficient,
even
detrimental
I'd
say,
but
that's
that's
just
how
it
is
so
something
else
that
I
found
really
interesting
is
that
a
person's
character
is
revealed
in
conflict
right.
So
once
you
understand
how
people
deal
with
conflicts,
you
have
understood
their
character.
A
A
friend
of
mine
once
told
me
that
he
went
to
this
this
interview.
You
know
a
big
shot
firm
and
they
like
the
interviewer,
was
basically
just
staring
at
him.
Didn't
answer
didn't
like
do
any
questions,
so
the
interviewer
basically
presented
that
person
with
a
crisis
in
a
way
like
like
what
am
I
supposed
to
do
right?
There's
tension
like
I
don't
know.
If
I'm
supposed
to
do
something,
and
by
seeing
how
that
person
reacted
to
that
manufactured
conflict,
they
were
able
to
understand
that
person's
character.
A
They
were
trying
to
stance
their
character
right.
So
yeah
like,
like
I
said
like
in
the
context
of
the
four
basic
orientations
or
fears
that
we
described
autonomy,
oriented
people
entering
into
conflict
if
their
perception
of
specialness
or
status
as
standing
out
from
the
crowd
is
threatened.
That's
very
interesting
if,
if
someone's
trying
to
steal
their
spotlight,
they
they're
going
to
have
a
problem
with
that.
Right
relates
to
oriented
people
and
the
others
on
the
other
side.
Are
they
introduced
to
a
conflict
if
they
feel
rejected
and
unloved
right?
A
They
want
to
feel
that
affection
that
bonding
I'm
not
talking
about
augmented
curve
here,
but
but
actual
social,
human
bonding
and
the
stimulation
oriented
people
they
enter
into
a
conflict,
they're
forced
into
a
straight
jacket
of
rules
right,
they
wanna.
They
want
to
try
the
the
37
flavors
of
baskin
robbins.
I
don't
know
how
many
they
have
right:
they
they
want
to
be
stimulated
by
different
paths
of
action.
A
So
when
you
put
them
into
a
rigid
structure,
there's
going
to
be
a
problem
with
simulation-oriented
people,
it's
structuring
the
people
on
the
other
side,
they
they
they
are
they're,
also
called
balance,
oriented
and
they're
the
other
way
right.
They
enter
into
a
conflict
if
the
world
appears
too
unstable,
too
unpredictable
too
uncertain
right.
A
So
now
we
can
see
how,
within
our
organization,
four
four
people
like
four
different
orientational
people
are
going
to
be
co-creating,
the
the
the
value
that
that
is
driving
the
organization
that
the
product
of
the
service
and
a
leader,
a
leader,
has
to
have
the
tact
to
understand.
A
A
You
can
please
mute
your
mic.
Please
yeah,
as
I
was
saying
so
in
every
conflict,
lies
the
the
ambivalence
between
assertion
and
relationship
quality,
but
really
both
cannot
be
optimized.
A
At
the
same
time
right
you
can
either
assert
yourself
as
a
leader
or
especially
if
the
person,
if
the
person,
I'm
not
saying
they,
cannot
be
mediated
and
compromised,
but
if
a
person
does
not,
if
a
person
does
not
surrender
their
will
to
you
or
or
a
missing
award
here,
if
they
don't
recognize
your
leaders,
your
leadership
position,
then
you
cannot
assert
yourself
and
keep
the
relationship
like
healthy
right.
You
either
have
you
have
to
assert
yourself
before,
at
least
at
least.
A
If
you
want
to
get
the
goal
done
right,
it's
debatable
whether
it's
worth
it
to
lose
a
relationship
or
the
assertion,
but
that's
just
the
way
leadership
works
right
again.
It
brings.
It
brings
ethical
dilemmas.
Power
brings
ethical
dilemmas
and,
and
conflicts
really
unavoidably,
contain
negative
emotions.
Obviously,
but
really
it's
about
the
role
it's
not
about
the
person.
There
was
also
something
really
useful
for
me.
If
you
have
a
problem
with,
maybe
sometimes
we
have
problems
with
our
or
our
family
right.
A
A
Where
you
say
look,
I
don't
have
a
problem
with
you
as
a
person
actually,
like
you,
maybe
you're
a
little
bit
of
a
dick,
but
I
admire
that
in
you,
because
I'm
really
nice-
and
sometimes
I
get
taken
advantage
of
so
really
my
problem
or
the
issue
is
with
the
way
you've
exercised
your
role
and
and
how
it
has.
You
know
how
that
has
affected
me
negatively
right.
So
that's
also
very
useful
in
terms
of
conflict
management
and
really
successful.
Conflict
management
is
an
act
of
leadership.
A
If
we
go
into
the
figure,
if
we're
going
to
figure
7.1,
which
is
actually
number
17.,
we
can
see.
You
know
the
different
phases
of
conflict
right,
the
the
area
of
conflict,
how
there
are
potentially
different
interests
and
emotionally
charged
opinions
and-
and
there
are
there-
are
conflicting
elements
that
are
latinly
present,
but
not
openly
noticeable
at
the
moment.
So
there's
tension
right,
there's
tension
that
needs
to
be
resolved
needs
to
be
brought
into
the
the
forefront
and
needs
to
be
picked
that
delicately.
A
So
emotions
are
really
noticeable
when
there's
tension
and
and
if,
if
they
escalate
integration
comes
into
play,
then
now
we
have
like
a
more
serious
problem
and,
and
so
open
arguments
need
to
take
place
and
they
sell.
The
dispute
needs
to
needs
to
adapt
to
the
fact
that
now
both
parties
have
turned
destructive
in
a
way
and.
A
So
something
else
that
I've
found
extremely
interesting
in
conflict
management
right
is
that
leadership
leaders
obligations
are
to
their
goals,
not
to
relieving
specific
emotional
stress
in
an
internal
relationship
right.
So
this
might
be.
This
might
be
colored
by
some
sort
of
like
utilitarian
world
view,
but
really
like
we're
thinking
of
leadership.
Okay,
like
there
are
actions
that
need
to
be
done.
A
There
is
a
path
that
needs
to
be
taken,
and,
and
really
a
leader's
obligations
are
to
their
goals,
not
necessarily
to
the
relationship
of
the
people
like
I'm
not
saying
leaders
need
to
you
know.
A
Need
to
completely
forget
the
personal
needs
of
their
employees,
I'm
just
saying
that
maybe
the
priority
of
them
completing
their
goal
takes
a
higher
degree
of
of
of
of
precedence
versus
you
know,
taking
care
of
the
of
the
of
the
leadership
of
the
leader
follower
relationship
and
if
we
go
into
just
to
to
finish
out
number
18
right,
the
the
forming
storming
norming
performing.
You
know
it's
the
four
phases
of
group
development.
A
These
is
really
very,
very
similar
to
the
kinofilm
framework
that
durga
has
presented
in
a
preview
session,
and
so
I'm
gonna
have
a
one-on-one
with
him
later
on,
to
see
how
we
can
bring
these
two
together,
but
basically
forming
is
like
the
first
phase
of
the
group
development
right
where
group
members
meet,
they
get
to
know
one
another
form
relationships.
Ideally,
you
get
to
know
people
understand
the
different
orientation
of
other
people
so
that
they
know
how
they
want
to
be
treated.
It's
not
always.
A
You
know
geared
towards
manipulation.
It's
really
like
how
does
this
person
like
to
be
treated?
What
is
this
person
looking
for
in
terms
of
professional
and
and
relationships
right?
A
So
that's
number
one
for
me:
number
two
storming
right:
the
storming
phase,
the
more
conflictual
part
of
group
dynamics
and
there's
increased
differentiation
of
relationships
and
and
that's
how
the
areas
of
conflict
suddenly
become
apparent
and
sometimes
are
even
activated
and
the
different
roles
in
understanding
rise
and
predominant
among
the
team
members
lead
to
conflict
and
a
need
for
regulation.
A
Number
three
normie
is
when
the
group
members
find
their
rule,
their
rule
book
and
their
roles
and
a
culture
is
created
and
structures
are
are
and
for
performing
right.
The
performing
phase
is
when
the
roles
in
the
team
have
been
clarified,
relationships
are
established
and
the
process
negotiated
and
the
group
can
dedicate
itself
efficiently
to
common
goals,
and
so
durgados
will
correct
me
if
I'm
wrong,
but
the
forming
corresponds
more
or
less
to
the
chaotic
one
to
the
chaotic
part
in
the
canopy
framework.
A
The
storming
phase
on
the
complex
one
on
the
complex
part,
the
norming
phase,
on
the
complicated
face
on
the
kinetic
framework
and
the
performing
one
to
the
clear
face
in
the
canopy
framework.
Again,
these.
A
Then,
oh,
my
god,
then
forming
is
complex,
the
storming
is
chaotic,
the
norming
is
complicated
and
the
performing
is
it
clear
and
again.
This
is
just
trying
to
get
some
closure
or
or
connect
these
leadership
framework
that
I'm
that
I'm
giving
you
guys
to
previous
ones
that
that
we
had
in
the
previous
strings
and
and
yeah
so
good
leadership
position.
I'm
sorry,
good
leadership
communication
is
active
and
proactive,
not
not
reactive
or
passive
right.
A
A
Like
a
lot
of
these
frameworks
when
I
was
studying
and
preparing
the
class,
I
couldn't
help
but
think
of
of
tam,
of
levy
of
wanka,
of
chewie,
of
of
durgadas,
of
of
griff,
of
a
lot
of
leaders
that
we
have
in
the
community
as
stewards
and
how
they
already
employ
these
techniques.
Maybe
they
do
them
unconsciously
and
and
they've
they've
gotten
to
them
by
practice,
but
having
a
really
like
an
explicit
understanding
of
how
leadership
affects
us,
I
think
it's
extremely
valuable
and
yeah.
A
Well,
honestly,
I
can
keep
going,
but
I'd
like
to
stop
talking
and
open
the
conversation
now
for
people
to.
I
just
give
us
some
thoughts,
maybe
some
questions
and
just
talk
about
what
leadership
entails
to
you
and
how
do
you?
How
do
you
see
these
reflected
in
your
social
and
professional
fears,
so
I'm
gonna
open
up
now.
B
I
want
to
jump
in
because
I
have
to
jump
to
another
call,
but
I
have
to
say
that
this
was
extraordinary
when
I
opened
that
up
and
opened
up
that
63rd
63-page
notes
of
yours,
I
just
was
floored
and
I
think
that
you've
covered
so
much,
and
so
you
went
to
so
much
detail
and
everything
I
I
think
we
should.
I
don't
know
how
to
like
bring
this
more
into
our
working
groups
and
into
the
our
cultural
build,
but
this
was
really
really
exceptional
amount
of
things.
For
thanks
for
doing
this
amazing
work.
A
Thanks
sam,
it
means
a
lot
coming
to
you,
thank
you
and
and
yeah.
I
honestly
think
this
has
the
potential
to
become
like
a
bi-weekly
type
of
thing,
where
I
give
like
presentation
of
power
on
on
leadership
and
and
people
come
in
and
we
can
educate
the
community
web
through
community
on
how
leadership
structures
are
created
and
and
and
within
you
know,
the
dao
space.
A
So
thank
you
tom
for
that
and
yeah.
If
anyone
else
has
some
questions,
if
juan
can
you
want
to
say
something,
please
feel
free
to.
C
Yeah
manuno,
thank
you.
I
think
this
and
your
presentation
and
and
the
choosing
of
the
words
was
exceptional
yeah.
I
I
also
liked
a
lot
the
way
you
framed
the
relationship
between
leadership
and
conflict
management,
and
how
much
do
we
need
leadership
in
a
conflict
management
situation
where
we
are
yeah
trying
to
to
to
align
two
conflictive
parts
into
into
a
common
goal.
C
So
so
yeah
in
that
you
have
to
play
the
the
role
of
of
of
of
the
leadership,
to
try
to
have
empathy
with
them
and
to
know
what.
Why
are
what
are
their
concerns
and
and
also
how
can
you
like
yeah,
promote
trust
between
the
parts,
but
also-
and
this
is
something
that
I
will
be
talking
more
in
depth
next
week-
is
that
no
decision
is
is
perfect
like
like
when,
when
you
are
in
a
leadership
position?
C
Only
if,
if,
if
you
like
impose
it,
then
that's
the
case
when
you
are
not
going
to
have
people
thinking
differently,
but
when,
when
you
are
in
a
in
a
in
a
leadership
position
and
also
managing
conflict,
there
are
going
to
be
always
different
alternatives
to
go,
and
no
alternative
is
going
to
be
like
the
last
the
last
one
or
is
going
to
be
like
the
the
the
heaven
on
earth
you
are
always
managing.
C
You
are
always
creating
space
and
and
and
it's
normal
that
if
you
take
a
decision,
there's
other
people
that
is
going
to
be
thinking
differently
and
and
it's
important
to
respect
that,
because
yeah,
like
the
leadership
we
want,
is
not
an
impositive
leadership
and
and
giving
that
space
for
for
creativeness
and
and
allowing
other
voices
to
be
heard
goes
with
the
with
this
type
type
of
leadership
that
we
are
promoting.
C
That
is
a
more
of
a
leadership
coming
from
motivation
and
from
agency,
and
not
for
for
from
any
type
of
imposition
and
and
yeah.
I
I
really
liked
this
this
session
a
lot,
but
I
also
want
to
to
open
the
space
for
for
other
people
that
want
to
talk.
B
Yeah,
I
could
share
something
too
yeah
at
first.
Thank
you.
This
is
this
was
really
great
and
I
think
it
came
in
a
moment
where
I
was
questioning
so
much
leadership,
so
it
felt
really
good
to
listen
to
what
you
had
to
bring
today
and
some
questions
that
I've
been
thinking.
B
A
Yeah
definitely
this
is
this
is
something
that
I
see
has
a
lot
of
potential
for
softcove,
for
I
mean
really
soft
really
like.
Obviously,
every
working
group
requires
some
sort
of
leadership,
but
maybe
the
ones
the
most
relevant
would
be.
Soft
club
would
be
omega
because,
as
we
said
it
power
creates
ethical
dilemmas
and
yeah.
I
encourage
everyone
to
to
again
dive
deep
deeper
into
this
top.
This
topic
shoot
me
a
direct
message.
A
If
you'd
like
a
link
to
the
book
or
just
a
link
to
the
notes,
the
notes
is
like
63
pages.
The
book
is
like
250,
I
think,
and
really,
if,
if
we
want
to,
if
we
want
to
distribute,
as
you
said,
distribute
the
the
influence
that
leaders
have
more
evenly
throughout
other
members
of
the
community,
it's
imperative
that
people
understand
why
in
the
first
place,
they
want
to
be
led
by
a
certain
person
like
how
is
that
person
like
what
does
that
person
have
that?
A
I
am
attracted
to
being
led
by
that
person.
Why
do
I
want
to
follow
that
person
like
we
said
it's,
because
that
person
has
certain
goals
and
and
it's
charismatic
in
the
sense
that
the
fears
that
we
have
not
realizing
those
goals
and
of
missing
out
on
the
opportunity
that
that
the
realization
of
the
goals
would
have
led
us
to
can
take
us.
So
the
more
people
understand
this
ontology
of
leadership
that
I've
presented
by
the
way.
A
It's
just
the
tip
of
the
iceberg,
like
I'm
gonna,
keep
repeating
it,
because
I've
only
scratched
the
surface
of
what
this
means.
But
the
more
people
understand
this
the
easier
it
will
be
to
distribute
power
evenly
across
the
community,
because
people
will
shift
between
being
directed
and
directing
as
they
see
fit.
They'll
start
developing
the
skills
and
the
competence
that
they
need
to
rise
up
to
certain
positions
of
authority,
because
more
responsibilities
is
bestowed
upon
them.
A
It's
not
just
status
for
status
sake
right
with
power
grade
comes
rate
responsibility,
the
the
the
the
much
trite
quote
from
spider-man,
it's
true,
especially
in
the
leadership
context
and
yeah.
Honestly.
This
is
extremely
interesting
to
me,
and
I
see
it
as
being
so
so
valuable
in
our
community,
because
imagine
if
this
is
this
is
not
something
that
that
that
is
talked
about,
or
this
is
not
something
that
is
understood
openly
understood
in
in
in
a
capitalistic
or
in
a
capitalist
context
in
the
web
2
space.
A
A
Why
are
we
being
led
by
these
platforms
or
by
these
organizations
that
that
exaggerate
or
that
that
portray
things
in
a
certain
type
of
way,
like
I'm
always
very,
very
skeptical
or
very
cautious
about
someone
who
frames
a
crisis
in
a
certain
way
and
they
suddenly
become
the
messiah
to
lead
people
into
the
solution
of
that
crisis?
It's
like!
Okay,
that's
fair,
but
like
is
this
first.
A
This
person
obviously
has
an
interest,
in
exaggerating
the
situation,
to
portray
himself
as
a
solution
to
the
situation
and
even
scapegoating,
as
we've
seen
historically
scapegoating
different
different
types
to
people
different
nationalities,
different
even
class
social
classes,
socioeconomic
classes.
So
all
of
these
can
be
seen
through
a
psychological
leadership
plan
and
it
is
incredibly
useful
to
just
look
at
our
own
life
and
the
lives
of
the
people
around
us,
both
micro
and
macro,
and
see
how
leadership
affects
us.
So
yeah,
I'm
gonna
open
it
again.
A
If
someone
wants
to
comment
or
ask
anything,
I
see
a
little.
B
Yes,
thank
you.
This
has
been
like
one
of
my
favorite
sessions
so
far.
It
was
incredibly
validating
to
hear
this
from
my
advantage.
I
spent
13
and
a
half
years
in
the
armed
forces
and
I'd
never
do
it
again,
but
I've
never
seen
anything
work
more
efficiently
than
when
you
like,
manipulate
and
psychologically
like
mess
with
a
bunch
of
people
to
break
down
power
structures.
So
like
hearing
the
power
stuff
was
just
like.
Oh,
it
was
awesome.
B
I
had
this
flashback
of
a
a
power
dynamic
thing:
that's
like
a
psychological
tool
in
military
training,
and
it's
where
you
take
the
person
that
everybody's
mad
at
or
the
person,
that's
getting
everybody
in
trouble
and
you
make
them
the
leader
and
then
what
happens
is
they
treat
everybody
with
their
power
in
front
of
drill,
sergeants
awful
and
then,
when
the
drill
sergeants
are
not
around,
everybody
gets
to
exact
their
revenge
and
it's
how
we
socially,
like
deconstruct
power
dynamics
between
a
group
to
like
make
sure
that,
like
the
military
maintains
the
power
it
was
wild,
so
like
hearing
hearing
it
be
brought
into
this
space.
B
This
is
super
validating,
because
power
dynamics
affect
everything
and
people
are
so
conditioned
by
their
environments,
and
so
many
people
are
like
decolonizing,
whether
they
realize
it
or
not,
out
of
an
abusive
relationship
with
capitalism
and
there's
so
much
psychology
all
than
that-
and
I
think
that's
ultimately
what's
impacting
folks
and
the
fear
of
like
structures
and
organization
within
itself
like
being
afraid
to
like
make
people,
have
any
power
because
they're
so
afraid
of
those
dynamics.
I
don't
know
yeah,
it
was
invigorating.
Thank
you.
A
Awesome,
thank
you
for
sharing.
That's
that's
very
interesting,
yeah.
Definitely
again,
the
more!
We
understand
this
concept,
the
more
we
maybe
even
treat
charisma
as
not
these
like
super
power
that
only
celebrities
and
politicians
have,
but
something
that
you
can
grow
yourself
by
knowing
what
it
entails
and
how
to
develop
it
and
how
it
actually
works
within
the
work
within
the
workplace,
the
the
better
we,
the
better
we
we
can
be
followers,
even
not
only
leaders
but
followers,
and
understand
how
a
leader's
decision
affects
us.
A
If
it's
something
that
we
wish
to
surrender
our
will
to
or
if
it's
something
that
is
counter
to
our
morals
or
our
ideals
or
our
goals,
so
yeah.
Thank
you
for
sharing
that
all
issues.
That's
interesting
to
see
that
dynamic.
That
I
mean
definitely
the
military
is
is
is
where
leadership
is
perhaps
the
the
the
most
trained
at
or
or
the
most
yeah
the
most,
where
people
go
there
to
actually
learn
the
leadership,
skills
and
the
discipline
and
actually
what
it
means
yeah.
A
B
I
was
just
going
to
say
that
between
liberating
structures,
which
is
a
way
of
kind
of
decentralizing
away
from
specific
leadership,
things
and
sort
of
spreading
that
out,
you
know
there's
a
bunch
of
different
strategies
for
that.
I
think
it's
really
useful
to
understand
the
basic
ontology
of
leadership
since
it
has
been
so
centralized
so
that
we
can,
you
know,
figure
out
strategies
for
decentralizing.
B
It
so
it'd
be
really
interesting
to
see
how
the
work
that
you've
done
meshes
up
with
the
different
strategies
for
sort
of
subverting
leadership
in
some
way,
with
the
with
the
liberating
structure
side
of
the
thing.
So
maybe
we
could
talk
about
that
too.
When
we
meet.
A
Yeah
yeah
definitely
I'd
be
open
to
to
seeing
how
we
can
how
we
can
talk
about
this
and
how
it
confused,
like
the
kinefin
and
and
the
framework
that
I
mentioned,
if
they're,
even
not
even
fusing
but
complementing
one
another
sure,
yeah
and
bianca.
I
know
you
want
to
talk.
I
don't
know
who
I
don't
know
who
muted
you
I
didn't.
Can
you
on?
Oh
there
you
go
okay,
cool.
B
Thank
you
so
much
it's
because
I
have
family
here
today.
It's
a
holiday
in
brazil,
I'm
sorry,
but
my
question
is
like
with
all
those
skills
that
you
presented
and,
as
you
say
like,
we
can't
develop
it.
My
my
question
is:
if
there
is
any
like
personality
type
that
mets
with
leadership
better
or
anyone
can
be
like
a
gooder.
I
get
leadership.
A
Yeah,
I
would
say
I
would
say
that
in
like
anyone,
I
would
say
that
anyone
can
develop
the
skills
required
to
be
a
leader.
They're,
just
gonna
have
to
get
at
it
from
a
different
angle,
depending
on
on
on
where
they
are
right,
depending
on.
If
they
are
relationship,
oriented
or
or
balance
oriented
or
stimulation
oriented
autonomy,
oriented
they'll
they'll
create
different
structures
around
it,
but
it
really
is
it
is.
A
Why
do
I
say
it
might?
It
might
seem
like
a
cop-out
answer
like
oh
yeah,
you
can,
regardless
of
your
orientation.
You
can
be
a
leader
right,
but
what
I'm
trying
to
say
is
that
when
you,
when
you,
you
are
a
certain
relationship,
there
are
other
three
relationships.
I'm
sorry
when
you're
a
certain
orientation.
There
are
other
three
orientations
that
you
are
not
and
you're
going
to
have
to
that's:
66
of
the
orientation
set
of
of
possibilities
or
the
orientation
sample
space.
A
If
you
will
you're
gonna
have
to
understand
how
you
can
motivate
these
people
to
act
and
and
and
persuade
them
influence
them
to
come
to
your
your
leadership
role
and
and
act
in
a
certain
way.
So
really
it
it,
I
mean
if
you
had
to
pick
one,
maybe
the
the
balance
oriented
but
honestly,
I
would
say
I
would
say
any
orientation
it
just
it.
A
It
really
depends
on
on
developing
your
own
again
situational
sensitivity,
you're,
even
your
storytelling
like,
like
I
said
you
know
crafting
stories
to
convey
power
symbolically,
so
you
don't
have
to
actually
incur
costs
on
other
people.
You
have
to
fire
them.
You
just
tell
a
story
about
someone.
Who's
did
the
same
thing,
you're
trying
to
do
and
got
fired.
A
So
it's
just
the
more
nuanced
and
the
more
sensitive
you
are
to
that
person
and
to
their
orientation
to
their
needs.
Even
the
better.
You
can
mediate
their
relationship.
B
B
It
makes
it
easier
the
leadership
and
then
I
was
wondering
I
was
wondering
if,
like
a
kind
of
personal
like
enfg
or
something
like
that,
would
have
like
better,
not
better
skills
but
like
would
develop
those
skills
better.
A
Yeah
yeah,
I
don't
I
don't
know
much
about
the
brix
meyer
personality
test.
I
believe
it's
called.
I
don't.
Even
I've
heard
it's
been
disproved
or
something
I
I'm
sure
it
has
value
in
in
like
self-knowledge,
but
I
wouldn't
know
how
to
equate
it
or
or
bring
it
into
this
context.
But
yeah
I'm
happy
to
talk
to
you
like
one-on-one
and
talk
about
how
this
applies
to
you.
Personally,
I'm
open
to
discussing
this
more
more
personally
and
yeah.
You
were
gonna,
say
something.
C
Yeah
that
there
is
this
open
invitation
to
everyone
to
the
nbc
book
club,
and
I
find
that
the
book
club
is
very
complementary
to
these
trainings.
So
yeah.
I
invite
people
to
go
and
because.
C
There
are
things
that
that
sometimes
are
are
like
easy
to
understand,
but
they're
like
very
difficult
to
practice
and
yeah.
I
I
feel
that
one
of
them
is
being
the
leaders
of
our
own
life
like
we
always
see
leadership
and
leaders
as
externals,
but
but
the
the
we
can
also
see
like
the
different
personas
that
are
within
ourselves.
C
We,
which
ones
do
we,
give
them
the
spotlight
and
and
and
which
is
the
leader
that
is
moving
us
from
within
ourselves
and
and
in
that
way.
Yeah
nbc
gives
us
a
very
interesting
point
of
view
that
if
we
see
that
we
are
the
the
leaders
of
ourselves
and
that
no
one
can
make
us
feel
anything
but
ourselves,
then
we
are
also
being
responsible
for
for
for
our
leadership
and
for
our
actions,
because
it's
very
easy
to
say
yeah.
C
I
did
something
because
my
leader
told
me-
or
I
did
something,
because
that
was
that
that
is
the
institutional
rule.
C
But
that
way
we
avoid
taking
responsibility
for
our
actions
and-
and
I
think
that,
through
this
lens
of
leadership
and
and
through
the
style
of
leadership
and
the
structure
of
leadership
that
we're
trying
to
to
foster
we,
we
are
also
trying
to
to
foster
people
that
that
not
do
things
just
because,
just
because
the
the
rules
say
say
so,
but
because
they
they
they
agree,
and
they
have
the
intrinsic
motivation
to
to
to
do
something.
C
So
so
yeah,
I
and
and
and
that's
something
that
we
have
been
talking
about
in
the
dao
space
like
like
how
to
foster
the
the
that
people
participate
because
of
of
their
willingness
to
participate
and
because
of
their
intrinsic
motivation
and
not
because
of
external
motivations.
So
so
yeah.
I
I
I
love
this
topic
and-
and
I
think
that
there's
a
lot
of
of
to
discuss
but
yeah.
This
is
a
great
presentation
and
also
focused
a
lot
in
in
the
skills
that
we're
trying
to
build
here
in
the
graviton
training.
A
Yeah
yeah
yeah
again,
I
I
would
like
to
keep
improving
this
presentation.
I'm
glad
a
lot
of
people
liked
it
I'd
like
to
keep
improving
these
and
creating
some
frameworks
and-
and
even
you
know,
get
with
acid
lasers,
so
we
can
make
more
diagrams
that
are
like
from
tc
and
something
else
that
that's
actually
very
interesting.
There
is
no
leadership
theory
for
dallas
right,
so
this
is
extremely
exciting
for
me
to
create
some
sort
of
framework
on
okay.
A
Well,
we
have
so
much
freedom
in
dallas
and
there
are
people
who
are
going
to
be
contributing
to
different
two
two,
three
four
thous,
probably
just
two,
because
it's
it's
overwhelming
to
more
than
maybe
three.
If
you
like,
if
you're
like,
very
experienced
or
or
very
organized
right,
but
yeah,
definitely
I
invite
everyone
to
take
a
look
at
my
notes.
Even
if
you
want
dm
me,
we
can
have
a
one-on-one
and
I'd
love
to
give
some
some
suggestions
and
think
about.
B
It
yeah
go
ahead.
I
just
wanted
to
mention
that
in
this
meeting,
right
now
is
tiffany
who
to
just
to
do
her
thesis
on
integral
leadership.
So
so
I
would
suggest
maybe
you
connect
with
her.
A
Yeah
nice
to
meet
you
too
definitely
I've
sent
you
a
friend
request
and
yeah.
We
can.
We
can
get
together
and
see
how
from
your
thesis
and
from
this
presentation
that
I
gave
from
the
from
the
the
resources
that
I
that
I
got
it,
we
can
work
on
something
to
to
bring
into
the
tc
that'll,
be
cool.
B
That
would
be
so
exciting
and
thank
you,
dergados
for
introducing
or
bringing
in.
A
Yeah
yeah
things
are
good
all
right,
well,
we're
almost
at
the
top
of
the
hour
and
a
half.
If
anyone
else
has
any
other
questions,
closing
thoughts
or
anything
juanka.
If
not,
then
I
think
we
can
yeah
call
it
call
it
a
day.
Five
minutes
early.
C
Yeah
for
sure,
thanks
manu
it
was
really
a
great
presentation,
and
I
am
super
happy
about
the
way
the
graviton
training
is
turning
out
next
week.
C
I
will
be
talking
about
the
conflict
management
structure
that
we
are
trying
to
to
to
implement
in
gravity,
and
I
feel,
like
all
the
previous
presentations
have
been
really
like
tying
that
tiding
every
everything
up,
so
that
yeah.
B
C
What
I
explain
in
the
next
session,
like
gets,
really
welcome,
understand
because
yeah,
it's
it's,
it's
the
the
the
the
way,
the
process
that
we
have
been
choosing
to
follow
and
and
and
and
yeah
it's
it.
I
think
it's
very
important
to
to
understand
everything
that
we
have
talked
about
to
be
able
to
to
to
practice
that
that
process.
C
So
thanks,
everyone
and
and
yeah
have
a
a
nice
day
and
and
let's,
let's
continue
seeing
each
other
in
these
next
days,.