Posts Tagged law of attraction
The Law of Consequence
Posted by Doctapaul in Healing, Life's Changes, Personal, Pitfalls I've Fallen Into, Self Development, Soundbytes of Wisdom, Visions and Dreams on February 12, 2012
When you choose not to shine light into the shadows within your psyche, you attract people and situations that mirror those shadows. They point, to help you return, to the spiral path your soul seeks.
The path lies in front of you always. Look for it.
When you look and the time is right, your inner seer will speak.
Listen.
The seer speaks from the stillness, deep down, within your body, not your mind.
Choose courage. Heed the words.
Give them the acid test for surety.
Do they uplift your, and others’, consciousness?
If so, act upon the words given.
If not, avoid; tis’ your false ego fobbing you.
Ponder.
You already possess the answer to every question you ask.
Tune in.
Image sourced from tompagano
Shine on…!
/|\
Paul C Burr
Follow @paulburr
Life’s Jigsaw – Fixety or Infinity
Posted by Doctapaul in Personal, Quirky Ideas, Soundbytes of Wisdom, Visions and Dreams on January 26, 2012
Existentialism: Life’s jigsaw has an infinite number of pieces, only if we restrict ourselves to adhering to the maxim of infinity.
Shine on…!
/|\
Paul C Burr
Follow @paulburr
The Law of Attraction: Heaven on Earth
Posted by Doctapaul in Healing, Life's Changes, Personal, Pitfalls I've Fallen Into, Self Development, Soundbytes of Wisdom, Uncategorized, Visions and Dreams on November 27, 2011
A learned friend sent me a message that coincided spookily with an experience I’d had during the night before. Her message read,
“If we do not desire something or feel a pleasant emotion about it, we do not strive to make it happen.
Passion is your power for manifestation.”
A lot of my friend’s messages arrive when I need her wisdom most. Here’s what happened the night before.
Before I went to sleep I pleaded with spirit that I’d had enough of my desire loops. I sought help. I wanted guidance because whatever I was doing wasn’t working. I fell into a deep sleep but not for long.
I entered into a dreamworld of turmoil and darkness, inside a huge complex ethereal machine. Cogs and wheels ground away but all seemed to work against one another. Parts kept stuttering and jamming. Then they would attempt to reverse out of gear to get going again – like the inside of a huge faulty printer trying to unjam itself. The machine had almost had almost ground to a halt, almost but not completely. I awoke.

Picture sourced from manbehindthecurtain
An archangel helped me. We spoke of my desires and delineated those which belong to the upper echelons, of my desire world, from the lower. She asked me to focus on that which I really wanted in my heart of hearts. At the same time she asked me to focus on all the anger, sadness, fear and guilt I associated with NOT having what I desired.
She taught me to raise, up to spirit, all the anger, sadness, fear and guilt for one particular yearning I craved for. I became aware that releasing fear came with a consequence. I would be obliged to choose courage. mmm!?!
Nonetheless I completed her instruction. But then came the surprise. She instructed me to now raise my desire to spirit and let that go too. I paused whilst I realised that releasing desire to spirit, especially the desire for something so important to me, wasn’t easy. I had wanted that wish to come true badly.
The angel waited patiently whist I dwelt on the realisation that spirit manifests form. “Aha!” I thought. I awakened to the logic of my angel’s instruction. Spirit can only manifest a desire I own if I give it up to spirit. If I hold on to it, I offer spirit nothing to work on.
For the first time in my life I now understood, in my heart, Gandhi’s words: “ A burning passion coupled with absolute detachment is the key to all success. ”
I raised my palms upward above my head and raised my heart’s desire to spirit. I said it forcefully. Just in case I added the phrase, rather amateurishly, “and I really mean it!” I wanted to demonstrate my commitment to my words.
I released my desire with all the heart I could muster. I realised suddenly how my desires had dominated my erstwhile thought world. Prior, when I yearned, or felt fearful about not receiving what I yearn for, I was in a future dream world. When I became angry, sad or felt I must be unworthy, about not getting what I yearn for, I’d been living a past memory. I’d spent little time in the present tense, the here and now, the path on which life takes place.
My passion for life was being held back. My friend’s message made me realise some words of ancient wisdom I’d pondered upon for years.
“In order to journey the path, you must develop a passion for the path (life), not your destination. You become the path.”
I thanked both my magical friends – for the abundance I’d been blessed with – two angels, one in spirit form, one in human form.
They’d taught me the secret ways of heaven on earth.
7 key traits, CEOs use to break through those wretched “Corporate Firewalls”
Posted by Doctapaul in Business, Leadership on August 16, 2011
I’ve seen a wide variety of researched estimates of the average tenure of a CEO. They range from 2.5 to 7+ years. I don’t know many private investors who are that patient. The last two CEOs I met, gave themselves considerably less time to make their mark; 1 year and 6 months respectively.
CEOs seem to have a honeymoon period of around 18 months. By the end of which, if things aren’t significantly better, their ‘marriage’ with the investors will probably not last.
A chat with Professor Colin Coulson Thomas prompted me to write this blog. Colin, author of Winning Companies:Winning People, is Chairman and fellow board member of Cotoco Ltd .
Here are the warning signs that CEOs fear most.
- Bad earnings news: the most likely and quickest sign of departure.
- Corporate programs don’t deliver: mergers and acquisitions “achieve 70% of their potential” at best.
- Failure to turnaround ailing sales quick enough.
- Change takes too long: “Corporate Firewalls” prevent people from getting it done. More on this later.
- Investors don’t understand: a CEO spends 40% of their time articulating strategy and some argue that’s not enough.
- Personal wealth at risk: e.g. missed deadlines can lead to private investors swallowing up the shareholding of a company
- Lack of innovation: playing it safe is no longer an option these days. Competitors and customers are moving too quickly.
- Talent gaps in performance: e.g. 20% of the salesforce bring in 80% of the revenue (and probably a much higher percentage of the profit).
- Conflict in the boardroom: too much time spent looking inwards leaves too little time to focus on the customer.
- Personal credibility at risk: any of the above means less likelihood of stepping up the ladder of success and/or lack of a legacy of note. These in turn can lead to…
- Personal health at risk: where the stressed mind-body connection can have serious consequences. I know of one CEO who, after missing targets set by investors, developed terrible eye problems because he didn’t like what he saw. Another developed disabling back pain through a lack of self esteem. Another who was deemed too rigid and inflexible developed problems with their joints.
Getting the strategy right will largely depend on the advice the CEO receives from those around them and experts (those they know who have done it before). This is called mentorship. And many stop there because it’s traditionally acceptable to have mentors.
But the CEO’s job is not just about getting it right. It’s about influencing people who don’t want to be influenced at first. If they were easily influenceable they’d have done what was needed long ago. This leads us to those constructs that get in the way – I call them….
Corporate Firewalls
With a select group of people, the CEO works out what tomorrow’s reality for their organisation will look like – and the strategy to get there. They find the first firewall just outside this group. Everyone on the inside ‘gets it’. Those on the outside don’t – certainly not the whole picture. Which means they miss perhaps key pieces to the corporate jigsaw. The more select the CEO’s inner group, the higher or tougher the ‘wall’ is to breach.
The wall filters out some of the cognition and understanding of what went on inside. It only takes a small amount to create ambiguity. Once ambiguity kicks it can start a trail as follows:
ambiguity –> confusion –> stress –> dysfunction.
This occurs especially in organisational cultures where ‘not understanding’ is perceived as a weakness. And when a ‘senior middle manager’ (say, from outside the group) doesn’t get it, they tend to do one of 4 things. They…
- Ask for clarity (’tis surprising how little often this happens)
- Put their head down, pay lip-service, and hope it will go away
- Push back (the larger the hierarchy the less egalitarian the culture)
- (Most dangerous of all) Make up the missing pieces of the jigsaw for themselves
The latter habit creates the most confusion for everyone in the value chain right through to the customer interface or the grass roots level of the organisation. For just behind this ‘grass roots’ operational level we observe a second firewall. Curiously, those at the ‘grass roots’ level seem to get the gist of CEO messages quite easily. It’s how those messages are translated into action where the confusion lies. And they are sometimes less prone to keeping quiet when things don’t add up. So the CEO has the challenge of involving those who will carry their message wholly and articulately into the organisation on their behalf.
7 Key Traits
CEOs require a mixed repertoire of personal strategies to influence influencers. In my personal research (of several hundred top performers in organisations around the globe) I’ve observed 7 key traits (or characteristics) in those who influence the best:
- Faith-in-Self – when there is no data (or time to gather it) to make big decisions.
- Passion – if you don’t radiate passion how can you expect others to shine?
- Sensibility – to see where others are at, where they come from and where they are headed, in their minds
- Articulate – to simplify complex concepts and make them compelling
- Curiosity – to explore what’s going on below the surface of things
- Networker – it’s not what you know it’s who you go to, to find and share wisdom to get things done
- Composure – under pressure or facing the unknown
We demonstrate traits. They describe how we come across to others. We do not learn them in a classroom through conventional training. We nurture traits. A good Executive Coach accelerates the process of how a CEO nurtures winning traits and behaviours (that may feel uncomfortable at first) – to forge a strategic personal-identity with those people whom they do not have personal contact with. If these winning traits were purely intellectual or comfortable they wouldn’t need a coach – would they? With this in mind, we can see the difference between mentoring and coaching.
We get what we project.
CEOs get people to copy what they project. The onus they face: to transfer the above traits and characteristics to others. Some CEOs see coaching as something for other people with problems. They are part right. It is. But the problems I talk about are all associated with an inability to influence those people who will block/thwart even the best thought out plans. CEOs might not even know what those that hinder are up to – because they are hidden behind a Corporate Firewall.
Shine on…!
Paul C Burr
Business/Personal Performance Coach & Author
Facebook: Beowulf (>16,000 followers)
Follow @paulburr











Love is divine. Anything that is not love, is not divine.


















