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Keeping stakeholders engaged

Have you ever noitived the difference between a task force struggling to get to results and a task force buzzing with energy? People engage when they resonate with the content and goal of a sustainability endeavor. But the context of most change initiatives for sustainability is much more complex: there can be contradicting agendas of stakeholders, conflicting interests or actors who are overwhelmed by other commitments. The willingness to engage in a collaborative effort is enhanced by an initiating team, if they take care of the following factors: Keeping the relevance of the endeavor for all actors involved in focus
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How well do we know our mind?

I believe it is important to understand the role of the mind in structuring and evaluating experience. The process of generating deeper awareness about ourselves, about interdependence and reciprocity, and ultimately the nature of reality is a prerequisite for contributing to wholeness in the world rather than fragmentation. The freer the mind, the more it turns toward the whole. It encompasses experience with compassion, not only other people’s experience but also our own, and it gradually realizes that our most ingrained habit, the attachment to ourselves and the images we create around the self, is likely to limit our contribution to
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Reconnecting with our story

When I began to get involved in sustainability issues I gradually noticed that I was not turning into an entirely new path, but began to reconnect with my own story. I grew up in the divided Berlin and remember I could not understand why there was a terrifying border that separated people from people. I took it for granted, but it did not convince me as reality. Tracking my own story has helped me to understand why I believe that sustainability requires reconciliation and understanding of difference. Rethinking our contribution is not something that reveals itself in an instant. But
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What if we are not in control?

Sometimes life develops as if designed by us. We feel we are in a flow. At other times, things happen that push our life into disarray. We feel we are loosing control. As we track your leadership journey, I believe it is worthwhile remembering our way of reacting to and integrating experiences of lack of power and control. Probably the most common form of dealing with the experience of powerlessness is to change the setting, move out, change jobs, do something different. This can be an important milestone on the journey. Even if it is reactive, it can lead to
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Intention creates energy fields

Intention creates energy fields. It organizes life. It creates order in our path, it attracts people and opportunities. When we neglect our deeper intention it withers and we fall short of our potential. We might not need grand visions; small steps continuously taken can create a pathway. But we need to be sure that we are moving forward in our intention. It is the daily step that will make a difference over time. We know that we have come closer to our deeper intention when the voices of doubt become less influential, less forceful. We begin to trust in building
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Questions that do not have an immediate answer

Collective reflection is the most underutilized potential in our organizations. We are not used to ask questions that do not have an immediate answer. Good questions do not have immediate answers. But inquiry increases our ability to step into the unknown. This is not a culture we nurture in our professional lives. Very few corporate or institutional environments invite good questions instead of good answers. Coaches know this phenomenon: if you have asked a question that cannot be answered right away you have opened the person to change. Unanswered questions are faithful – they accompany the person until they have been
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