Arthur F Carmazzi asked:
Continued from Part I
True greatness lies in self-actualization through work
When work becomes choice, it no longer manifests itself as work. It is the convergence of personal desire and the actions we gladly take.
As it turned out from the discovery of a Workers Cemetery, building Pyramids was a dangerous business. Even with a great attitude, thatâ€™s a real bummer. So why would anyone choose to put in their whole hearted effort and risk their lives in the process. Was it Bak, or feeling special, or was it more?
Harvardâ€™s George Reisner found workers graffiti created by â€œBuilding Teamsâ€ that called themselves names like â€œFriends of Khufuâ€ and â€œDrunkards of Menkaureâ€.
These findings and ancient Scrolls suggest that these teams were made up of many classes of people on a rotating basis.
This means that the managers, architects, and even the priests would take part in building.
Did Pharaoh himself go down and carve bricks? Only Ra would know. But in todayâ€™s context when nurturing the psychology of a superior workforce, a Hands-on CEO often commands greater respect.
Because he/she leads for others and not for a personal ego trip.
The term â€œHands onâ€ should be qualified here: a CEO that gets into other peoples job because of frustration or tries to do everything themselves is counterproductive. The hands on type Iâ€™m talking about is an individual who takes the time to have assist his personnel by supportively guiding 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 significant function. This would be a Leader who may see a mop and proceed to clean the floor while the janitorâ€™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 difficulty with equipment and assist him in solving the problem as the manager takes charge. These of course must be taken in context of time requirements, but a great leader will have more time because they would be more effective in assisting people to achieve greater and faster results.
In these teams people were equals and as equals established unique 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 select teams they had strength that no individual could ever have, they were greater than themselves and even Pharaoh.
This became a way for the average person to have real power, to feel an equal to royalty. The Pyramid became the achievement that no one but them could achieve, a part of history that they could tell there children about. A physical manifestation of owning a part of something no one else could do.
This higher purpose bred cooperation and efficiency; there was pride in Daily accomplishments. And each team celebrated with other teams after each completed step of the process.
These people didnâ€™t work as individuals, not even as groups, but as an extension of the organization.
To achieve self actualization in a workforce, a modern company must ask â€œWhy?â€
Why would someone feel powerful working in your organization?
Why would they be proud to be a part it?
What is your â€œPyramidâ€, the greater purpose your staff could be a part of?
Each person has their own values they must equate and align with the organizations vision to achieve self actualization. To lead self actualized individuals, a leader doesnâ€™t direct or even guide; at this stage a leader collaborates with his people as equals, empowering them as entrepreneurs and not employees.
Self actualization stems from personal power. When you feel power in and of your actions, when you feel like YOU matter in the grand plan of those actions, then you reach the pinnacle of your success.
There are 4 steps to achieve this:
1.Â Â Â Â Â Create mixed rank teams that maintain equality
2.Â Â Â Â Â Allow the teams to develop unique identities that align their own values with those of the organization
3.Â Â Â Â Â Assist teams in finding their own greater purpose
4.Â Â Â Â Â Measure success on a daily basis to maximize sense of achievement
Secrets of a motivated, dedicated, and well organized Organization
When Pharaoh set out to build the greatest of the great Pyramids, he assembled his greatest and wisest people and encrypted the writings below as a path to greatness:
Secrete writings of the mysterious code hidden in the Pyramids that illuminates the force of superior management. Â Source: The Carmazzi Scrolls
Plane of SELF ACTUALIZATION
– Level of Organization â€“
The Pinnacle of greatness comes when individuals see their work as their purpose. To cultivate this, leaders must collaborate as equals with their people. There must be a greater purpose to the work, something greater than the individual, or the group. When working on the plane of â€œSELF ACTUALIZATIONâ€, people work at the level of â€œOrganizationâ€
Plane of ATTITUDE
– Level of Group –
The Core of building greatness is formed through Attitude. To develop this attribute for success, leaders must guide their people, cause emotions of significance that couldnâ€™t be inspired alone. Leaders develop reciprocity by creating an environment of personal growth that is far superior to the standard. When working on the plane of â€œATTITUDEâ€, people work at the level â€œGroupâ€
Plane of SKILL
– Level of Individual â€“
The Foundations of building greatness should be based on skill. Leaders should direct and teach individuals until those individuals have mastered the required skill. When working on the plane of â€œSKILLâ€ people work at the level of â€œIndividualâ€