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Werner Erhard in The New York Times

…For several years before his latest professional reincarnation, Mr. Erhard consulted for businesses and government agencies like the Russian adult-education program the Znaniye Society and a nonprofit organization supporting clergy in Ireland.

Enter the Harvard economist Michael Jensen. Dr. Jensen, who is famous in financial circles for championing the concepts of shareholder value and executive stock options, had taken a Landmark course in Boston at the suggestion of his daughter, who mended a rocky relationship with Dr. Jensen after taking the course herself.

“I became convinced we should work to get this kind of transformational material into the academies,” he said, adding that he considers Mr. Erhard “one of the great intellectuals of the century.”

excerpt from The New York Times, November 28, 2015

New York Times 11-28-2015(2)

Access To Being A Leader and The Effective Exercise of Leadership

The ontological methodology gives one access to being a leader and exercising leadership effectively as it is lived and directly experienced on the court.

You get left being a leader and exercising leadership effectively as your natural self-expression. When you think about what it is to perform on the court it really does need to be your natural self-expression. I like to watch Nadal play tennis or Federer play tennis. I don’t think they are remembering how to play. I don’t think that they learned something and then remembered it. No, for them the game is a natural self-expression and as such they become extraordinarily powerful players.

We allow people to discover for themselves that their way of being and their actions, or if you like, their way of being when being a leader and their actions when exercising leadership effectively, are a match, a natural match, or as we would say it in the course a natural correlate of the way what they are dealing with occurs for them. So we could say that being a leader and exercising leadership effectively as my natural self-expression depended on the way what I am dealing with as a leader occurs for me. How does it show up for me, what I am dealing with?

Now the question is – how am I going to get whatever it is I am dealing with to occur for me such that my natural self expression is one of being a leader and one of exercising leadership effectively? The question is –  where am I going to get my being and action now? And for the most part we get our being and action right from the contents of our brain which is what’s happened in the past. But if I am standing in the future, what my brain has to draw on is its imagination and its creativity. If I am standing in the past looking at the future, it’s difficult to see the pathways. It’s kind of like looking from the bottom of a mountain up to the top, it’s difficult to see how I might get there, but if I stand on the top of the mountain and look down the mountain I’m probably going to see more than one way to get there. Leading from standing in the future reveals a lot more possibilities for realizing that future.

My experience with really outstanding leaders is that they never come up with the future to be presented to the people that they are leading. They find a way to get that future created from the people they are leading. If you are leading me and you come to me with, “Well Werner, this is the top of the mountain. This is where we are going to get.”  I have to buy in to it.

But if I participate with you in creating which mountain is going to be the top of the mountain, then it doesn’t require buy in. Getting there belongs to me equally as it belongs to you. You may have had a lot to do with shaping the conversation so I could see which mountain was going to make it. I think that being a really good leader one wants to keep in mind the critical importance that the people who have to act to realize the future that you are committed to realizing, that that future really belongs to them. They are moved touched and inspired by what that future is, both its accomplishment but also by seeing that along the way they are going to be able to fulfill their concerns. They are going to find an opportunity for self expression and finally they are going to see that they can make a contribution, a noteworthy contribution that really made a difference in realizing that future.

Over the 40 years and the impact that I’ve seen people engaged in this work have on their own lives you have a sense that there is something truly valuable here. I am sure that there is a lot more that’s beyond my reach and I’d like to leave it so that people standing on whatever it is that my colleagues and I have created that they can get to that more that is beyond our reach.

– Werner Erhard

Influencial Ideas

Werner Erhard’s work has become an important resource for academic institutions and a catalyst for creative thinking and teaching in both the academic and corporate environments throughout the world.  His work has been noted as a key element in current management thinking and the science of productivity, performance and leadership.  As a reflection of his influence throughout the world, the friends of Werner Erhard website has been translated into JapaneseSpanish and Chinese.

Four Ways of Being that Create the Foundations of A Great Personal Life, Great Leadership and A Great Organization

“We argue here that the four factors we identify as constituting the foundation for being a leader and the effective exercise of leadership can also be seen as the foundations not only for great leadership, but also for a high quality personal life and an extraordinary organization. One can see this as a “value free” approach to values because, 1) integrity as we define it (being whole and complete) is a purely positive proposition, 2) authenticity is also a purely positive proposition (being and acting consistent with who you hold yourself out to be for others and who you hold yourself to be for yourself), 3) being committed to something bigger than oneself is also a purely positive proposition (that says nothing about what that commitment should be other than it be bigger than oneself), and 4) being cause in the matter as a declaration of the stand you take for yourself regarding everything in your life is also a purely positive proposition”

Werner Erhard and Michael C. Jensen

Your power is a function of velocity

Your power is a function of velocity, that is to say, your power is a function of the rate at which you translate intention into reality. Most of us disempower ourselves by finding a way to slow, impede, or make more complex than necessary the process of translating intention into reality.

There are two factors worth examining in our impairing velocity, in our disempowering ourselves.

The first is the domain of reasonableness. When we deal with our intentions or act to realize our intentions from reasonableness, we are in the realm of slow, impede and complicate. When we are oriented around the story or the narrative, the explanations, the justifications, we are oriented around that in which there is no velocity, no power.

Results are black and white. In life, one either has results (one’s intentions realized) or one has the reason, story, explanations, and justifications. The person of power does not deal in explanations. This way of being might be termed management by results (not management for results but management by results). The person of power manages him or herself by results and creates a space or mood of results in which to interact with others.

The other factor to be addressed is time. Now never seems to be the right time to act. The right time is always in the future. Usually this appears in the guise of “after I (or we) do so and so, then it will be the right time to act”; or “after so and so occurs, then it will be the right time to act”; or “when so and so occurs, then it will be the right time to act.” The guise includes “gathering all the facts,” “getting the plan down,” “figuring out ‘X’,” “getting ready,” etc.

Since now is the only time you have in reality and now will never seem to be the right time to act, one may as well act now. Even though “it isn’t the right time,” given that the “right time” will never come, acting now is, at the least, powerful (even if you don’t get to be right). Most people wait for the decisive moment, whereas people of power are decisive in the moment. – Werner Erhard

By Werner Erhard, March 21, 1983

Werner Erhard Interviews Artists and Thinkers

Werner Erhard Interviews Artists and Thinkers

Werner Erhard Information

Werner H. Erhard is an internationally renowned figure of our time. He is the originator of the unique model of transformational learning that has helped shaped human consciousness in the last quarter of the 20th century. One of the great thinkers of the modern era, he has impacted, for decades, the areas of individual and organizational effectiveness throughout the world.

Time Magazine, March 7, 2011, said of Erhard: “The American obsession with Transformation isn’t new. It’s about as old as the nation. But it was Werner Erhard who created the first modern transformation when he founded est seminars in 1971. It’s a tribute to the power of his central concept that more than 20 years after he sold his ideas to a group of employees Landmark is still the natural first stop in any transformation tour.” [Excerpted from “Change We Can (Almost) Believe In” by Nathan Thornburgh.]

 

werner

Werner Erhard

Werner Erhard es el creador de modelos transformacionales y aplicaciones para la transformación individual, social y de la organización. Sus innovadoras ideas han estimulado conversaciones académicas en muchas universidades, más recientemente en las áreas de integridad, liderazgo y desempeño. Werner Erhard ha disertado en Harvard University, Yale University, Escuela de Negocios Simon de la Universidad de Rochester y Erasmus University. Leer más…

 

 

Managing Time

One of the fundamental aspects of unworkability in the world is time. That’s the first lie. That’s the first apparency. That’s the beginning of the end of the truth. Time. You need to master time to have any mastery in the world. People who are at the effect of time, people who can’t create time, people who can’t manage time, people who can’t move time around, people who can’t handle time, people who are overwhelmed by time, have no mastery and no basis for mastery. The basis for mastery in the world is being able to handle time. So what we’re talking about instead of some new problem to handle is an enormous opportunity to create a context in the space, in a sense, and in an environment of workability. And that environment’s generated out of a mastery of time.

If you attempt to take a computer approach to the control, efficacy, workability, results, viability, and getting the job done, what you wind up with is a clear statement that an organization is driven by its scheduling. And you know about computers? When you take a computer approach you have to break things down to the smallest possible, controllable variable. Computers are absolutely stupid. They have to reduce things to absolute know-ability. There are no black boxes. You’ve got to know what’s happening. So a computer approach forces you to tell the truth; to look at what’s actually happening. You’ve got to get all your attitudes out of the way and all of your leaps of faith and all of your beliefs and all of the things you thought were true and all of the things that everybody knows are true and start dealing with the basic, raw, hard, little facts. Then you have to see the basic, stupid, simple way that those facts relate to each other. In other words, you’ve got to get clear about it.

Now what we’ve got is a bunch of people trying to be geniuses about something that doesn’t require any genius. We’ve been wasting people’s genius on stuff that could get handled by discipline and work. If you’ve got any genius, you aren’t ever going to get to use it unless you can discipline yourself and work. You know, work.

Work, it’s when you sit down or stand up and go to work. You literally confront things and handle things. You start at the beginning and you work your way through step-by-step until you get to the end. That’s what work is. You start at the beginning and you work step by step until you get to the end. And you don’t skip steps, you don’t explain steps way, and you don’t look in your head to find out what’s so about steps. You start at the beginning, you take every one of the steps between the beginning and end, and you stick at it. You put your nose against the grindstone with respect to it, you stick at it, work on it until you get to the end. You handle each one of the steps. You don’t leave any one out. You don’t jump over any one. That’s how you do work. You do work by being systematic and methodical. And people who can discipline themselves to be systematic and methodical have enough of themselves left over to express and contribute and use their genius.

See, it’s like people are real confused about what’s going on. All these things to do and there’s all this work to be done. All these results to get accomplished and all these people here and all this stuff and all these plans and all these words and “Gee, I don’t …” …. JUST GO TO WORK! Everything will clear up. Start disciplining yourself. Start keeping your agreements. Discipline yourself to keep your agreements and you go back to where you work, sit down and go to work. That means start at the beginning, cover all the steps between the beginning and the end, do it completely, don’t mess around in your head about it. Go to it, step by step, systematically, until you get to the end. You will have then performed work. Which results in productivity. Any small amount of which will leave some room for a contribution. Without which there is no room for contribution. Real simple. Get out of your head. Cut out all that explanation about the difficulty. And your complaints and criticisms and what we need and what we don’t need. What we need right now is for people to go to work.

WORKING AND MANAGING TIME

From an est Staff Meeting on June 10, 1980

Instead of looking for a great leader, we are in an era where each of us needs to find the great leader in ourselves

If you are empowered, you suddenly have a lot of work to do because you have the power to do it. If you are unempowered, you are less dominated by the opportunities in front of you. In other words, you have an excuse to not do the work. You have a way out. You have the security of being able to do what you have always done and get away. If you are empowered, suddenly you must step out, innovate and create. The cost, however, of being unempowered is people’s self-expression. They always have the feeling that they have something in them that they never really gave, never really expressed. By simply revealing the payoffs and costs of being unempowered, people have a choice. They can begin to see that it is possible to make the choice to be empowered rather than to function without awareness. Empowerment requires a breakthrough and in part that breakthrough is a kind of shift from looking for a leader to a sense of personal responsibility. The problems we now have in communities and societies are going to be resolved only when we are brought together by a common sense that each of us is visionary. Each of us must come to the realization that we can function and live at the level of vision rather than following some great leader’s vision. Instead of looking for a great leader, we are in an era where each of us needs to find the great leader in ourselves.

Werner Erhard, Scene Magazine/September-October 1982

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