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By Arthur F. Carmazzi

In Part I, we came to know about the journey of Great Pyramids towards their excellence. Now, we are going to unfold the secret of cultivating masses of highly motivated people in developing timeless organizations.

True Greatness and Superior Leadership Development Lies in Self-Actualization Through Work:

When work turns out to be passion, it no longer manifests itself as work. It is the convergence of personal wish and the actions we gladly accept.

When it turned out from the discovery to a Workers’ Graveyard, building Pyramids was a dangerous business. Even with a great attitude, that was a real blunder. So why would anyone want to put in their best possible effort and put in danger their lives in the process. Was it Bak, or feeling distinctive, or was it more?

George Reisner of Harvard found that workers graffiti created by “Building Teams” that called themselves names like “Friends of Khufu” and “Drunkards of Menkaure”. These discoveries along with ancient Scrolls give the idea that these teams were made up of many classes of people on a shifting basis. This means that the managers, architects, and even the priests would take part in building.

Did Pharaoh himself go down and carve bricks? None but Ra would has the answer. But in today’s circumstance when nourishing the psychology of a higher-ranking workforce, a Hands-on CEO often commands greater respect. Why? This is due to the fact that 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 due to frustration or tries to do everything themselves is counterproductive. The hands on type that I’ve mentioned is an individual who takes the time to help his employees 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 important function. This would be a Leader who may see a mop and lead to make the floor clean while the janitor’s on his break, then ask the janitor if he did it right when he comes back. 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 have more time because he/she would be more effective in assisting people to achieve greater and faster outcomes.

In these teams people were equivalent and as equals established singular 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 vision. They were part 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 strength that no individual could ever have, they were greater than themselves and even Pharaoh. This became 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 successor about. A physical manifestation of owning a part of something no one else could do.

This higher purpose bred cooperation and efficiency; there was self worth in daily accomplishments. And each team celebrated with other teams after each finished 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 company must ask “Why?”

Why would an individual 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 staff could be a part of?

Each person has his/her own values that he/she must equate and align with the organizational goals to achieve self actualization. To lead self actualized individuals, a leader doesn’t 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 strength. When you recognize power in and of your actions, when you feel like YOU matter in the grand plan of those actions, then you reach the apex of your success. There are 4 steps to accomplish this:

1. Create integrated rank teams that maintain equality.
2. Allow the teams to develop unique identities that align their own values with those of the organization.
3. Assist teams to identify their own greater purpose.
4. Evaluate success on a daily basis to maximize feeling of accomplishment.

 Secrets of a Motivated, Dedicated, and Well Organized Organization:

When Pharaoh set out to build the greatest of the great Pyramids, he accumulated his greatest and wisest individuals and encrypted the writings below as a track 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 comes when individuals consider 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. When 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 formed through Attitude.

To establish 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 progress that is far greater to the standard. When 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 skill based.

Leaders should direct and teach individuals until those individuals have mastered

the necessary skill. When 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).