This is the Chapter about group development that I wrote in my book a few months ago. It is timeless and deals with the problems we see in our society right now. You can apply this to any group of people in society today. Control will always destroy the group dynamic, and all of us need to learn how to support without the need to control anyone’s behavior.
This book is primarily about eliminating conflict to heal relationships. Larger groups always deal with this problem, and this chapter is dedicated to eliminating conflict for businesses and communities. Hierarchical psychology is caused by the distorted masculine energy that we have covered in the previous chapter, and this dynamic only creates conflict in any group. Entrepreneurship is a subject that I have been learning over the past 12 months and is based mostly on Marketing your brand through specific channels. Funding becomes a primary goal if you need a lot of capital for your project, and there are plenty of startup business coaches that provide this service. I am not going to focus on this aspect at all, since it is all about creating business plans, marketing, and getting connected with the right people for the industry that you are trying to get into. I will address some of the competition side at the end, but there are countless resources to help grow your business if you are a startup, and this chapter will not address most of those concerns.
December 29, 2022
It is one thing to accept everyone around you unconditionally and be in a place of peace, and another to live with family who are never in this state. Our families are our biggest challenges which have the potential to give us our greatest rewards. Healing families is a very long and patient process, and often involves cutting someone off if they continue to try to bring conflict to our door. All of us need a place of sanctuary, where we have a place to relax and regain some peace in our lives. A healer is constantly eliminating conflict in the body and needs plenty of sanctuary time. If we are forced to live with someone who is never at peace, it brings illness to the whole group. It takes a very enlightened consciousness to project healing energy 24-7 and never need a break. Is that my path? God forbid.
Every group, once they start to get larger, organizes themselves like a branching tree. Everything is a conductor of light, and a business or group of people is no different. It doesn’t matter what we look at in nature, this hourglass shape can be seen if we can slow the cycles down enough to look at it. It is very easy when looking at larger fields, but the smaller ones just look like round blobs because the cycles are moving so quickly. We covered it in the first chapter, but I figured it needed mentioning. Here is a basic example of an organizational chart.
.Every business is a conductor between product and consumer. It doesn’t matter if it is a physical product, a virtual product, or a service, it is still some type of product. I made this picture for a video I did on LinkedIn earlier this year, and it shows three different types of electrical resistors, which represent three different kinds of relationships. A resistor represents a slowing of communication while the rectifier is representing information flowing in one direction (one person talking and not listening at the same time). The two plates represent a capacitor, which has the highest conflict ratio. Depending on the level of conflict, the charge of the capacitor could be getting ready to flash over! This is the worst type of resistance because there is another toroidal field between the two people, indicating that they have no idea what each other is thinking. Communication is non-existent, and extremely dysfunctional if it does happen because they are both seeing each other through a false reality. Most of us have witnessed a flash over at one point or another, and it is not pretty. It can manifest in several ways, but it almost always ends in one or both getting hurt. The degree of injury is dependent on the charge that was created. They will continue to hurt each other if a lesson is never learned, which is very unfortunate. Hopefully both learn that they cared more about each other than they thought they did, and an understanding forms between them. These are the basic types of relationships we see in work environments and communities.
Our work environment has experienced an extreme downturn in the last few years due to Covid. Isolation always leads to problems in communication, even though we have learned to use virtual meetings. It is never as effective as in person communication. There has been a recent slow upward trend in communication once people got used to meeting that way, but none of us want this in the long term, unless it is a business-to-business meeting. For example, once I get done writing this book, I would much rather go visit a business or community in person to help them heal whatever conflicts they are experiencing. Listening and finding out the true problems they are experiencing is going to be much easier in person, and therefore the solution will be more direct and more beneficial in the long run. It is also much easier to diagnose the energies at play. A competent healer can walk into any environment, diagnose the underlying issues, and give recommendations in a very short period of time. Most of it has to do with the theory of control, which we will cover here.
The previous chapter dealt with distorted masculine energy which is causing conflict in our communities and society at large. If we look at the model of the business above, we can see why. It represents a cardiovascular system, where the business owner, or heart, is at the center, and is in service to the rest of the business. The business is controlled by product and consumer, so the control circuit runs from the outside to the center. The intermediate employees are all the ones between the heart and the frontline employees and represent different levels of supervisors that are “switching” information and energy between the heart and the frontline employees. If we think about it, supervisor is the wrong word here. The correct word would be servicer since they are servicing both the “intent” of the heart and the needs of the frontline employees at the same time. They act as a very important route of communication when there are changes to the body. For example, if the IT department needs to update software (this is happening constantly now) and the servicer is not both announcing of the needed changes to the rest of the affected employees, and getting feedback from them, then the IT department may go in a direction that causes disruption and conflict in the rest of the body. I have personally witnessed this take place where groups of employees were unable to access important information for over a year because of a simple breakdown in communication.
This incorrect understanding of the way a group naturally organizes like our own body, has led to the current dysfunction we see today. Organizations like OSHA and Unions were required because supervisors would tell employees what they wanted them to do, instead of letting them control their own work environments. There is a long history of people trying to control the behavior of employees that causes conflict and accidents. Instead of allowing work groups to come to agreements on their own to find best practices for being safe and efficient in their specific job functions, we have not learned the lesson and have created an escalating trend of exterior control that has created a rising level of conflict across the board. Every work group in this country has more and more training every year on a rising level of exterior control measures. This is the main reason for a record number of people leaving their jobs at the beginning of 2022.
The legal industry has done some of the most damage. Loss mitigation groups are there to make sure that the company’s liabilities are limited. When accidents happen, they do this by assigning liability to the employee, since the employee is supposed to be protected by State labor laws. I don’t know about the rest of you, but assigning liability to the company’s chief asset sounds like the worst thing that any business owner could do. Without the employee, no work gets done, so if the company goes down this rabbit hole even once, employee productivity will take a nosedive, because trust has been violated. If the company puts bottom dollar on a potential lawsuit at the forefront, they forget the bigger picture. There is no lawsuit large enough that would cost more money than making the entire workforce feel like a potential liability. The attitude towards work becomes an effort to do as little as possible and still stay employed. This has very long, and far-reaching monetary consequences that far outweigh any potential lawsuit. Loss mitigation groups are run by attorneys, who never see the frontline, so they have no idea the amount of damage they are doing. Our legal industry runs on the simple fact that there must be someone at fault for any accident, which is totally absurd. Everything is a learning lesson and indicates a breakdown in relationships. This can only be solved by putting the correct system in place that supports the service/control circuit, and not by assigning blame. All of it makes sense if you have read the previous chapter since the legal industry feeds on conflict. If there is no conflict, most attorneys don’t make money.
Entitlement is another way that the legal industry has found to feed by creating more conflict. Assigning rights to one person over another according to skin color, or ethnic background, or gender identity, or whatever, is just feeding on the people it is attempting to protect. If I assign a label to someone to make them feel superior to someone else, then I am creating an imbalance, which will create conflict. All of us are equal and in a state of growth. We should be treated that way. All this nonsense is coming to a head though. Larger companies are suffering and having difficulty finding qualified employees to stay, because the control mechanisms that they must deal with keep growing larger and larger, which is creating more and more conflict leading to less and less work getting done. On top of that, it is taking more hours per year to train everyone on anti-discrimination laws, safety rules, state and federal policies, and the list goes on. There is a solution that makes everyone happy, but the way we are doing it now just creates imbalances that pushes the situation to a different kind of imbalance later.
Here’s an example. Imagine what will happen after 100 years of entitlement to specific identities. The identities that don’t receive entitlement will need to have their turn to receive to balance the scales again. Does this seem like a manageable course of action? It’s complete insanity and not maintainable. If we look at the bigger picture, it becomes a lot easier to understand why it is happening. Divide and conquer is a real strategy, and as long as people feel separate, they can be controlled. You must make people feel entitled and victimized if you want to keep them separate. A house divided against itself cannot stand. We need to be teaching each other that we ARE NOT any surface identity. We are all children of the divine and we all have infinite potential. Letting go of the past is essential for growth and as long as we keep living in it, we will recreate separation over and over again.
December 29, 2022
I am sitting here writing at the Idaho house and thinking, “I love scotch”. I really love the stuff. I have essentially stopped drinking though and haven’t touched my favorite bottle in over 3 or 4 months, I think. As far as I’m concerned, Ardbeg is the king of scotch, and once you’ve had a few glasses of the stuff, MAN, everything else just doesn’t compare. I think Laphroaig is a close second, and their quarter cask is pretty good, but I’ll take a glass of Ardbeg Corryvreckan over any of it. I have some Ardbeg Uigeadail behind me on the shelf. It is Thursday at 3pm. I already worked out and am getting the fire pit ready for when the girls come over. HMMMM…….I’ve learned to transmute just about anything, and one glass wouldn’t hurt right? I’ll just write a little bit more and think about it…
Most business coaches and consultants are aware of all the problems I have just stated here, and the solution has been to train leaders to listen better and help teams work more harmoniously through acceptance and accountability. These are good practices, but there is always room for improvement, right? I wouldn’t be writing this section if I didn’t think so, so let’s start with the hierarchical psychology problem first and get to the other ones after.
Recognizing that every management function should come from the outside is the first step. Management means control, so every business is being managed from the outside. Any team or group can tell you who in that group would be the best candidate for leadership, or a service position. Most of the time, that person is never interested in a supervisor job, because they understand that there is dysfunction, and no solution seems readily available. Allowing teams to select their servicers solves many problems. There is no time wasted interviewing for positions, and the job of every servicer is dependent upon the people that are working in the tier underneath them. This means that meetings would become listening and learning sessions, instead of an auditorium of silence where a supervisor speaks. Hierarchical psychology creates an environment where leaders are getting information that someone else thinks they want to hear, because people know that their supervisor oversees their advancement. By reversing this, everyone is humbled, and forced to serve one another at every level. If it was my company, I would have every decision involving a job position made by unanimous decision by the team, so if there needed to be a change of servicer or other job, there would be no room for argument. Majority rule could work for selecting new servicers, but forcing job positions should be done unanimously for obvious reasons. Implementing this mechanic also eliminates any hard feelings when someone gets moved out of a job position into one that suits them better. All of us have blind spots when it comes to our work performance, and if everyone agrees that there needs to be a change, this allows it to happen, and everyone knows that it needs to.
The same system could be used for discrimination issues. There obviously needs to be healthy avenues of discipline, but the system we have is not working. Rules of entitlement will allow people to get into positions that they are not qualified for. Disciplinary actions also become dysfunctional, because the person in question is not being judged by their peers, so the following investigation becomes convoluted based on exterior control. I have witnessed many investigations and they are pointless. Everyone around any potential attack on someone or at-fault accident already knows who is to blame if there is anyone to blame. Any intrusion by outside parties leads to various types of denial, and one upmanship from people who are desiring positions of authority. None of it leads to an atmosphere of learning about each other and growing closer by overcoming our mistakes. Every mistake is an opportunity for growth and should be treated as such. When it turns into a liability party, it stunts growth by creating more barriers. People are much less likely to talk to each other because the company has made it apparent that if you make a mistake about what you say, there are consequences instead of opportunities for growth.
My solution would be to create a Company contract. Contract law is as old as the law itself, and if written correctly, will supersede any form of exterior control measures. The commerce clause still has jurisdiction when it comes to business licensing requirements, so entities like OSHA couldn’t be eliminated by contract, but conditions of employment, disciplinary actions, and forced position changes could all be regulated by contract. Creating rules that allow groups to regulate themselves also creates trusted relationships, because everyone must be in the business of serving one another. Groups could also be assessed by adjacent groups if their performance is in question. For example, any craft work is always dependent on other crafts, so any group that is consistently falling behind other crafts they are working with would be held accountable by those other crafts. Part of the solution would be to create an agreement that honors the rules of the body where everyone is equally accountable and provides plenty of review time before signing. The right to petition should also be honored so that individuals who may have been treated unfairly by their peers have an opportunity to get feedback from the larger community.
I can hear the argument for abandoning our current justice system attempts to “equal the playing field for all races, identities, etc.”. My guess is that it would go something like this, “What if the group I am working in is predominantly racist and is willing to unanimously work against me?”. My answer would be, “Why are you working there in the first place?”. If you are living in a community that is predominantly racist, MOVE! You are your own worst enemy if you are supporting a community that is pitting itself against another group of people based on skin color or belief system. I know there are many kinds of communities out there, and it is temporarily impossible to eliminate it completely, but the number of areas where you would find yourself in a group that would unethically and unanimously pit itself against one person are very few. If you did find yourself in that situation, they did you a favor by getting you out of there. You are better off somewhere else.
January 2, 2023
Happy New Year! I spend a lot of time with family and friends this holiday season and feel truly blessed. Getting back to the “normal grind” home always reminds me of cleansing my space. I think we are feeding like 2 or 3 stray cats; I swear. My brother helped with the cat food; I think dad was getting stressed LOL. I guess this book has a lot to do with cleansing our space. It is all internal work, right? As we cleanse ourselves, it manifests itself in our environment and everything runs much smoother. Less clutter in our field creates a much better conductor of information and energy, right?
Another argument that I can see popping up would be, “if we let teams manage themselves, wouldn’t they just stop working and do whatever they want?”. This is one of the main tenets and beliefs that excuse narcissistic tendencies. If there is a group that would behave this way, I have never worked with them in the past 25 years, and I have worked with THOUSANDS of people. The only reason that I have seen groups of people fall into lethargy is because there are way too many outside control mechanisms that are limiting the amount of work that can be done. Even specifying break times causes disruption in the natural flow of the work that needs to be done. The largest group I have ever worked FOR, was a group of about 45 people. The less I told them what to do and the more I asked them what they needed; the more work got done. All of us want to be productive at a core level, we just need the correct environment to stimulate our creativity.
Allowing groups to manage themselves and pick their own servicers is only half the battle. Any organized group works exactly like a living body, so it has an emotional body and a mental body. The object is to create rules where it emulates a natural body in as healthy a way as possible so that it grows naturally. Every business is trying to create this model, but as I have pointed out here, most companies haven’t recognized the folly of the hierarchical structure that is creating so much conflict within their business. What is the other point of conflict that we need to solve then? Money. You will see me continually point to money in this book as the cause of added conflict in relationships, because it is. Money will always cause an imbalance, and so it does within a business. Even if you allow groups to pick their own servicers, there will still be competition within that group to gain the servicer position because it pays more money. Everyone would end up going overboard to make each other happy, which would lead to a breakdown in work. The servicer would be subject to his/her team, but the team itself would become conflicted, and tear itself apart in a popularity contest to see who would be picked to become team leader. The TV show Big Brother is an excellent example of how this works. If you put money on the table, then a group of people will kill each other over it. Our bodies don’t use money.
How do we solve this problem then? Why not emulate the body again, or create no resistance of money between any position in the company. What!? How do we do that? It doesn’t matter what job or role you play; it is just as important as any other role. This is one of the biggest problems with our society at large. We value certain jobs over others, and those jobs pay more money. The reality is that there is no job that is unimportant. It is true that there are several jobs that require more experience and training, but are they more important? Heavens no! Creating monetary equality within an organization can be done in one of two ways. My personal preference would be to make every person working for the company a co-owner of the business. All you would have to do is hand out dividend checks every two weeks depending on revenue. Qualifications for positions would be decided within the group around each position. For example, if I wanted a certain job, the people connected with that position would assess me and decide what rate to start me out at. My performance would dictate how fast I would get a full percentage decided by my peers.
Decisions would be made decentralized, so everyone would be deciding how much capital to retain depending on market conditions, along with how many hours to serve the group and so on. This gives a huge variety of benefits, including incentive to do more work. Not only that, but nobody is technically an employee, so there is a whole list of things that don’t apply. Use your imagination, I’m sure you see where I’m headed. The law of abundance says that a company operating like this would supercharge its output, since it is in everyone’s best interest to be as productive as possible. The number of hours worked would self-regulate, because everyone wants the business to be as productive as possible while creating the least amount of impact on their private lives. Not only that, but everyone would naturally gravitate towards the position that suits them best. It all pays the same. I have worked for foremen who would just as soon clean up around the shop, instead of lay people out and organize work. There were other people more suited for the job, but because of the increase in pay, they will take the foreman job even though they are not as well suited, disliking the position. It would also give the opportunity for anyone interested in learning various skills if they got tired of a position they were in. The benefits are expansive.
Employee-owned businesses have always been regarded as some of the best places to work. The difference lies in the management structure. It is much easier to create small companies of 100 employees or less that are employee owned, because it is much easier to get a small group to agree on everything. There are also lower numbers of types of jobs, so there is much less competition to have one job over another. I recently spoke with someone about an HVAC company that was 100 percent employee owned, and they said that it was the best HVAC company in the area. It is in the best interest of every employee to make sure that the customer is happy since profits go to everyone. The problem arises as groups grow bigger because there are more positions to fill, and there is an imbalance between those positions when it comes to pay.
The company contract I referenced would be built in support of equal distribution of profits for every position along with the rules for holding each other accountable as we have discussed here. It would state the conditions of ownership to include what steps would be taken to flush dying cells from the body. Any time a cell in your body starts attacking other cells, the localized cells emit antibodies to surround the enemy cell and flush it from the body. We are all subject to our peers whether we realize it or not. A contract could be written to emulate this process so the terms could be reviewed and understood. I can’t think of a better way to run a business.
The other option is to keep everyone as an employee and just pay them the same rate, but that wouldn’t create any incentive to be more productive. As a business owner, I want the people I work with to have just as much incentive as I do. We are trying to serve the consumer by building the best product, so it should be in everyone’s best interest to do so. It may seem at first that you would be making less money as a business owner this way, but the fact of the matter is that you would be creating equal give-and-take relationships that would pay much higher dividends than money will ever give you. Every relationship is dependent upon incentive and accountability, and every employee has a relationship with each other and the whole company. In the long run, you would make much more money, because of how much value you gave the people working with you. You can create one central role that takes 10 percent if you are the founder, and all additional roles would divide the other 90 percent in ways that creates all the necessary benefits of time off, retirement, medical leave, etc. All jobs are important, and we are all equal on our journey of self-discovery. Competition and greed will always create less abundance and growth. Think about it for a while.
What I just outlined here is not being done anywhere as far as I know, but I can guarantee that any large company implementing these types of practices would be much more productive in a very short amount of time. Work groups that show up to work and know that they can control their work environments and share in equal profits between any position in the business would experience a new zest for working. That is all we need. An environment that enables us to serve each other unimpeded and follow our heart to do what suits us best.
We have all experienced our current trend towards the dysfunctional hierarchical system in business. Management groups grow larger and larger because they get more and more disconnected from the frontline employees. The organizational chart starts to look distorted, and whole branch groups form under the concept of “managing employees”, when all they are doing is brainstorming new control measures to put in place to restrict growth. All this time and effort is just pulling energy from the frontline where it is needed, which is why it looks like a tumor hanging from the tree. This is exactly what it is. I have seen plenty of sick organizational charts, and I hope this chapter helps to bring some awareness to the problems we are creating for ourselves.
The last thing to consider is how to effectively service groups of people. Negativity will always destroy work ethic and the way people support each other. The trick for any servicer or facilitator is to keep this negativity at bay. It pays to have a healer that understands energy and knows how to transmute negativity. Counselors are very good at this, but depending on the work environment, they may not be as well suited to help teams function together. It pays to have someone who is familiar with the work to facilitate the group. Knowing how to deal with someone who has a lot of negative energy is extremely important. There are ways to heal individuals, but if not treated correctly, those individuals will cause damage to the whole group. People with a lot of trauma will feed off their environment and it will drive people away causing damage to the team dynamic. Making someone aware of what they are doing and encouraging self-development without pushing them away and making things worse is VERY delicate work. Most facilitators are not up to this task, and to be honest, I haven’t met anyone who could do it effectively in my 25 years in different groups. It is very rare to meet a real healer who can make someone understand humility and the reality that we are all growing in different ways. It has taken me years to get to where I am now, and I know that I continue to learn from everyone I come into contact with. Being empathic has advantages, but the disadvantage is the amount of time it takes to learn to balance yourself and differentiate what you are feeling from everyone else. It can lead to too much introspection and a lack of assertiveness.
I will briefly cover entrepreneurship because it is based on the overall principles of this book. We listen and decide what kind of service we could potentially provide for the community and business world at large, and so start our journey into entrepreneurship. Money is usually the name of the game, and everyone wants independence. Everyone wants that “ideal” life, where all our troubles fade to the background, and we are free. What most people don’t realize is that if you are always focused on how much money you have, then you have not truly freed yourself. Unless we can free ourselves from the fear of lack, especially money, then there will always be competition for it. Competition is what destroys the quality of the products that we the consumer are receiving. Most of you reading this will understand why Sears went out of business. Sears spent 100 years providing quality products for the public, but over the years, competition has increased, and so products started becoming more and more disposable. How many people get their refrigerators fixed anymore? There are some, but most people just buy a new appliance if one breaks down. Products become cheaper, and they must if there is a multitude of companies providing similar products.
Since everyone is competing, every product suffers, because everyone is dividing into building a better product than everyone else. The end result is more garbage in the landfills because all of that energy to compete against each other is being wasted. What if Samsung, LG, GE, and a few other brands pooled their departments to create the best and most efficient dishwasher at the most competitive price? They would take over the whole market of dishwashers, right? Ha! This would lead to monopolizing the market, so the entity formed could raise the price once all the competitors had gone out of business. This is where the concept of money leads us. There is a constant unnatural imbalance of energy between what we are providing and how we are communicating with other people that are offering a similar product. We can’t group up with everyone to corner the market, and if we get too competitive, then we end up cutting ourselves off from partnering with other good people to provide a similar service. Balance is always key, and until we find ourselves in a moneyless society (I think it is coming sooner than people might think), it is wise to partner with as many people as possible to create the best product possible and subsequently attract the most abundance for that group.
LinkedIn is a very powerful tool for entrepreneurs and business owners. I have finally found some balance on LinkedIn. It has taken some time, but I have found that making people aware that you are still in the background working and still supporting the community at large is the best position to be in. I have never been much of an advertiser for reasons I have stated previously and finding oneself is key to figuring out what our highest potential offering is. All of us have something that we were made to do, and my greatest hope and achievement would be to show people the way to make that happen.
There is a wonderful group of people to be found on LinkedIn, and I hope to continue to find more like-minded people who are changing our world for the better. I have quite a few ideas for grouping together to provide the best services possible, and I would encourage anyone coaching and consulting businesses to use whatever information I can provide, both in this book and personally by reaching out. I have learned so much from all of you, that it would be foolish of me to not share what I have learned with you.
Trust is just as important for business success as in relationships. We are a reflection of the energy we are putting out, so if we are not trusting our business relationships, then our business will suffer. The chapter on Karma is telling you that everything you put out there is coming back to you. I will give you an example from my experience this year. I sold three recreational vehicles in the last 6 months that I had liens against. I sold a side-by-side and two snowmobiles. The first sale was a snowmobile, and someone decided to drive over 5 hours to get to my area to clear the lien at the bank so they could take it back home the same day. After driving 4 hours, I received a call from them, and they explained that the bank wouldn’t allow them to clear the lien on the same day with a personal check. I had already called the bank, and they had told me that it could be done, but banks have been challenging checks on account of the increase in fraudulent activity over the past few years. I agreed to accept his personal check and pay off the lien once the check cleared, while instructing the bank to send the paperwork to him once it cleared. Both of us had to trust each other to make the sale. He had to trust me to hold the money responsibly and I had to trust him that it was a good check. If either one of us decided not to trust, it would have been a nightmare. The side by side was the easiest sell. The buyer didn’t even know much about the machine, they just threw me a personal check and told me to send the title once I got it. They seemed trustworthy, and I already knew the rules of the game, so I trusted. Everything happened easy, and the title showed up in record time, so I forwarded it to them and never heard back. The other snowmobile was another story. The buyer wasn’t comfortable with giving me the entire sale price since I had a lien. I agreed to let them withhold 500 bucks until I showed verification that the lien was paid to give them some incentive to trust. They transferred funds to me, and I paid the rig off, sending confirmation the following week. The trouble came when the bank tried to send paperwork to the buyer, and it was lost in the mail. Nothing is easy when we don’t decide to trust. If we make things difficult for other people, then they become difficult for us. The final lesson is that there is no such thing as a business relationship, everything is personal, and we are engaging in contracts with everyone we meet. Our vulnerability and ability to trust is everything. Setting boundaries is very important and learning to trust our intuition will get us out of situations that would otherwise force us to learn some hard lessons.
Groups of people organize themselves just like everything else does because it is an awareness. Communities become a type of organizational chart when we look at it. If we make it more efficient giving everyone an equal stake in the outcome, the more potential is created for everyone. Any system where there is a central authority will just give rise to avenues of power, which will always attract the most narcissistic personalities. It is much better to create systems so that everyone is involved in the decision-making process so that we don’t create destructive avenues of power. It also creates a feedback loop for increased growth. Letting go of control can be hard to do, but it is the healthiest way to build relationships. Healing our heart is the most important lesson to teach, whether it is in business or in our home life. Once we do that and learn to control our energy, everything becomes easier.