Themes

John, in this section we look for themes in your writing in four areas 1) your interior 2) your action orientation 3) your intersubjectivity 4) your systems and structural understandings.

We do an audit in these four areas because they are the four most basic contexts that people inhabit throughout their lives. Finding the themes in these areas can reveal the balance amongst them and can point out areas that are robust and others that may be underdeveloped. This allows us to make recommendations for all around developmental health and well-being in the next section.

The numbers of the sentences listed behind each theme are the numbers for the completions that you wrote.

Your interiors: balancing your interiors involves an equilibrium between your emotional intelligence and your cognitive capacities so we comment on these two themes here.

Your emotions

There is evidence that having more positive emotions than challenging ones contributes to your health and well being so we look for themes in this area.

Relating to your positive emotions, you express the love of people, leading energy and disruption (12, 19, 28). Caring and being cared for is important to you (1, 12, 22). You write of treating people with compassion (10), and you enjoy disruptions, creating, and attending to various situations (2, 3, 6). You remark about the importance of peace and quiet in your life (4, 26, 33) and you have a penchant for cheerfulness (6, 23).

On the other side of the emotional coin, you also express challenging emotions. You describe feelings you have around being rejected, lonely, and the need for belonging (8, 13, 17). At times you are scared (17) and other times you scare others (26). You, at times, hurt others physically or emotionally and regret this when you do (35).

In this inventory, you express more positive emotions than challenging ones.

Your cognition

The balance between your emotional life and cognitive life is also important so we look for themes in this area.

Along with the emotion of compassion, you balance this with understanding (10). You have a strong capacity for 3.5 Achiever metacognition (2, 4, 6, 27) which allows you to reflect on your thinking and other's thinking. At times you procrastinate (25, 35) and you can zoom out with awareness and see the impact you are making in the world (1). Sometimes you are obsessive (8) and other times you are inquisitive (23).

It appears that you express emotionally more than cognitively and you seem to be aware of this (25).

Your action orientation: in this section, we look at how you take concrete and subtle action in the world.

Your action expressions are more on the subtle level than the concrete level. For example, you make an effort by trying (2, 26) and finding out things (2, 32). You include the trajectory of development including 3.5 learning (4, 5, 14, 24), 4.0 Pluralist growing (1, 20), and 4.5 Strategist development (1, 4, 9, 20). It is your understanding of development that puts you into the transition into 4.5 Strategist. You see the importance of the quality of experience in every moment (4) as well as new perspectives (4, 5).  At times you react (3) and you know when you are triggered (3).

Your intersubjectivity: here we look at your relationships and how they are affected by contextual understanding.

Your ideals of respect (19, 20), support (30),  and a culture of responsibility (30) are beautiful support aspects for relationships (1, 11) which you express within the workplace. You describe multiple contexts (1, 2, 3, 4, 5, 19) for examples but don't express how these contexts (and cultures, 30) shape us all. You include community as a part of business (1). I don't see an expression of reciprocity in your writing. This seems to be an area that could use some practice.

Your systems and structural understanding: in this section, we share our analysis of the level of the structures you expressed in your writing, for structures and systems also grow up. On a micro level, you work with specific situations (2). You are also aware of good working environments (1, 21) and systems views which include eco-systems, systems patterns, and connecting systems with soulfulness (1, 3, 13). On a more macro-view, you look from the view of society (1,20, 30), and humanity (34) and its contribution to the Universe.

You seem to have a wide range of structures including society, the world (humanity), and ecosystems (planetary).

Shadow: In addition to the previous four themes we add this section. Understanding shadow can support your seeing blind spots and habitual patterns that may hold you back.

We all have shadow material whether unconscious or conscious and unresolved. In your case, you say that when you feel rejected you may have an expression and make a claim that gets you into trouble, and other times what gets you into trouble is intrusiveness and obsessiveness. (8). As well you have problems with your fear of failure and also procrastination ( 25, 35). However, you have resources you can rely on. You have the ability to think about and make meaning of your experiences. You also can enjoy the moment , stay calm, and keep an eye on how things are going. And importantly, you are cheerful and like to have fun (6).

Your Leadership Qualities.  Because you have taken the specialty inventory that highlights leadership,  we also write comments in this area.

As a leader, you are aware of the impact of your action in the organizational eco-system and you foster and tend to a good working environment and relationships with all parts of that eco-system in a way that contributes to the growth and development of the entire society (1). This is sourced by the peace that you hold within yourself in every moment which supports high-quality relationships, a sense of belonging, new learning, and the development of new perspectives that can arise even with conflicts. You are not afraid of, and even love disruptions, especially if they make more sense, they are soulful and save resources. This underlying viewpoint fosters one of your leadership talents: leading creative and challenging dialogues with people. You do this with the love of the leading energy and notice how others also can source this. When everyone is on this same wave of understanding this process, progress happens (4, 5, 11, 12, 28). This underlying view, which sources open, creative conversations on the interior of the organization, is a basis for a soulful collective where people belong because it is built into the organizational/business system (13), and this ripples out into the development and growth of society and beyond (20).