ISC VS. RSC IRRELEVANT AND RELEVANT SUBCONSCIOUS COMMITMENTS

WORTH-UP HIGHLIGHTS: #Slave2Master is a conscious choice for mastering The Art of Trading WORTH within cultures that reject flow-state individuation, flow-state creativity, flow-state wholeness, critical thinking, flexible mindsets, innovation, and change.

When I was unaware of the Core of my WORTH, I was a slave to the many irrelevant subconscious commitments (ISC) I had made and thought myself mature, informed, and wise in their defense. First, irrelevant subconscious commitments are treasures that most of us are willing to protect with our lives without the awareness of their destructive need to survive despite rational surges of riithinking about their value.

These ISCs are destructive assumptions, claims that have become unyielding beliefs, and values we’ve convinced ourselves are our core recognition of self even when we acknowledge that we don’t honestly understand their purposes in our better-imagined lives. So, let’s take a quick read about the three well-mastered irrelevant subconscious commitments I think most of us make without self-awareness:

1.?????????Control: I can’t say when, where, or how this happens, but we make subconscious commitments to control things we are unqualified to control at the risk of sabotaging the things we are qualified to control, and in doing so, we are inclined to destroy every good thing in our lives. This is often an irrelevant subconscious commitment when our conscious intention is to grow and find wholeness while our language, actions, and reaction prevent trust in others. In fact, our subconscious commitment to irrelevant control becomes more important than allowing for relevant collaborative creativity, borrowing the best from others, lending our exceptional support to the success of new projects, and acknowledging that we should embrace much-needed change.

2.?????????People-Pleasing is another irrelevant subconscious commitment: I experienced a time when I was angry at myself for feeling helpless to the irrelevant subconscious commitment of people-pleasing. I had done enough of that and swung to the extreme from distrust. I prioritize showing anger against those who expected me to lend them the love they saw as part of my WORTH. Protecting childhood wounds, I had become owned by an irrelevant subconscious commitment never to be weak: I neglected my well-being and was quick to show resentment for the sake of having the power to show resentment. While at my core, I was searching for personal, individual, and collective integrity—wholeness. Instead, I was lending fear, anger, distance, and destruction.

3.?????????Resistance to Change: A subconscious commitment to resistance to change can lead to a reluctance to embrace new ideas or ways of doing things, resulting in a lack of innovation and progress within the team. This can prevent the team from adapting to new challenges and can create a stagnant, unproductive atmosphere. Collaboration should be an example of collective ownership, accountability, and deliberate examples of responsibility to willingly try new approaches in order to foster growth and develop new ideas, language, systems, and structures relevant to the team’s success as a whole.

I stand by one revealing practical approach to building friendships, hiring staff, building teams, and seeking any level of partnerships: Establish a small project involving the collaborative use of talents, skills, knowledge, critical thinking, and followership and leadership choices. Do not be afraid to be your best and worst self, even when you are conscious of the intrusive discomfort of both. If you know that your work ethic is strong, your ideas are relevant, and you are prepared to put in the time, then make bold, rational objections whenever necessary. Do not hold back; let loose, and see where things go. And be incredibly bold with your convictions to learn how people will react to you before you invest more than seed money, resources, and some of your best ideas. Show that you are confident in your leadership and followership styles and can easily adapt. Make it clear that the consciousness of your needed leadership and followership style is to admit where you are strong and where you are weak and always to be respectful and professional as a disruptive force for the better.

Most people are willing to be weak, contented, mediocre, and passive-aggressive to claim an unwelcome presence in the wrong spaces. Becoming a maker of spaces for making greater space so more people can continue to grow in the right space is no easy undertaking. If you intend to create a product or service you think would be a disruptive contender in today’s creator economy, start by being disruptive with the team you are building to support your new disruptive product or service. Every founder should be able to stand their own round with the following 7MMVM (Seven Mindset Mission Vision Matches) I consider to be relevant subconscious commitments (#RSC):

1.?????????You Share a Common Recognition: As founders, you must recognize and celebrate each other’s contributions. By acknowledging your differences, seeking feedback, and taking action to support each other, you can create a culture of growth and learning that leads to greater success. You should be mindful of what you recognize, tailor your recognition to each person, and go beyond words to offer support and empowerment. This creates a positive work environment that benefits the team as you prepare to become a successful, disruptive organization.

2.?????????You Share a Common Understanding: To successfully launch your disruptive product/service, you need a shared understanding. You must communicate effectively and define short and long-term attainable purposes, goals, tasks, and roles. You must tailor messaging to your audience, choose appropriate channels/timing, and maintain a positive attitude. By doing so from a base of truth, you can work efficiently toward unpredicted challenges, new competitions, and those opposed to your success.

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3.?????????You Share a Common Respect: As a team, you value respect, inclusion, and trust. To achieve this, you must be mindful of how you speak with, to, and about each other. You should create open and honest communication opportunities, hold yourself accountable for your actions and words, and strive to understand different perspectives. By fostering a culture of respect, you can create a harmonious and inclusive work environment that leads to tremendous success for the team and the new organization.

4.?????????You Share a Common Appreciation: You appreciate the opportunity to work together to serve others as a team. You show gratitude by acknowledging each other’s contributions, celebrating your successes together, and creating a culture of positivity and collaboration. By doing so, you know you will inspire others to join you in your purposes, mission, and vision to make a lasting disruptive impact.?

5.?????????You Share a Common Acceptance: You value collaboration and open communication for fostering inclusiveness, and you demonstrate acceptance, ownership, accountability, and responsibility in every interaction. You accept that your individual actions set an example for each other, and you strive to create a culture of trust, respect, and growing, inspirational collaboration for new partners, clients, associates, members, and sponsors.

6.?????????You Share a Common Availability: To ensure success, you must make our product/service available for testing, marketing, and sale in a timely and efficient manner. This requires your team to understand your target market and competition, set explicit, attainable purposes, goals, and task timelines, and assign accountabilities and responsibilities accordingly. Being open to feedback and adjusting your plans as needed ensures that your product/service is tested, marketed, and sold effectively, leading to greater success for the team and new organization.

7.?????????You Share a Common Adaptability: Crucial for success in a rapidly changing world. Adaptability involves learning new technologies, adjusting to new situations, learning new skills, and being open to productivity adjustments and feedback about market shifts, especially banking. In addition, having a flexible mindset about adaptability can reduce response time to personal and professional challenges. In short, you are as good as the next adaptation that enables your team's personal, individual, collective, business, and financial commitments as you keep thriving in a constantly evolving world. ????

I have mastered and lent; now it’s up to you to borrow and share.

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