emerging embers – corporate leadership
Meet the person behind the concept!
the ‘embers‘ concept statement
Stories flow naturally around campfires. Embers flick from the flames randomly and dissipate into oblivion. Or do they? In business and in life, are our interactions and connections intended to work that way? Are they meant to stay buried in the unseen, untapped unconsciousness, remaining dormant until learning or reflection may or may not be called upon? What a contribution opening my mind to these embers has made to my changing life!
As a long-time HR professional I was naturally driven to share my epiphany with others to help unlock potential for corporate leaders and individuals. I envisioned an ‘embers’ community of reflection and connection where leaders are changing to learn and opening to connect.
The ‘embers’ change model and process was created, based on 5 foundational principles of the changing world, which reinforces new outcomes and business practices… Authenticity, Trust, Vulnerability, Internal Validation and Intuition.
Partnering with several corporate entities was simply not feeding my inner being or encouraging me to discover the leader within. Instead I was allowing myself to be, think and do that which others desired, eroding self-worth and personal growth.
I had simply switched off, somehow believing that external influence had more validity than my own internal intuition. I was willing to sacrifice what was important to me in the workplace, conforming at my own expense. My inner being was slowly but surely dying, my inner voice remained silent and my spirit was broken. Signs of internal struggle started to be evident. I had become a machine, ready to ‘be’ at the push of an external button. I approached duties with less zest, started to disconnect from colleagues and experienced diminishing inner reward.
My body sent loud messages as it chose not to act on stage anymore, commencing a slow and agonising shutdown process. I was searching for clues on a long and winding path towards reconnection, as I stopped, looked, listened and felt. I cautiously believed when I started to receive inner messages. I explored methodologies to provide the best possible environment for this reconnection. I took time, much time! I connected deeply with feelings and emotions whilst surrounding myself with like-minded people. I shared some inner discoveries with my nearest and dearest, and stood in awe as the authentic inner leader emerged to shine brightly in today’s corporate world.
the setting of ‘embers‘
The context of ‘embers’ evolves from a fireside setting, a place where many of us love to linger. A flame’s therapeutic warmth, free-flowing motion and ever-changing hues capture us from within, putting our conscious minds in neutral, allowing connection and truth to flow. The flame represents a safe haven, where we can escape, connect with and explore the core of ourselves and the organisation, while allowing ideas to spark and a new future to emerge.
Applying the ‘embers’ change model to our business operations results in greater clarity, stronger trust, more innovation and sustainable solutions for a changing world.
perspectives on ‘embers‘