
n my early 20s, I left home for a few months to journey through East Asia. I traveled with two of my best friends, one large backpack and $3,000 in traveler’s checks. I would love to tell you a sexy story about being enlightened in the local ashram in Bangkok, but that would be a lie. In fact, I came back from four months in the east with acne, a drinking problem and 30 extra pounds.
My spiritual journey began in my early 30s. I did not climb the Himalayas or shave my hair and became a monk. No, I started the journey from the comfort of my home. You see, knowing yourself is having the courage to look.
Taking the spiritual journey was scary for me, especially because there was a time when I judged spirituality and spiritual people as weak, disconnected and delusional. How little did I know.
What set me on this path was desperation really, desperation based on a life that I didn’t feel was working. This dissatisfaction was especially apparent at work. I was always driven, committed and passionate, but when I showed up at work, I felt that there was no room for that drive and passion. I was on full robotic mode, asleep.
Unfortunately, this experience wasn’t unique, and it also wasn’t the first time I let someone else’s words define me and rock my world. I have always felt the expectation from leaders to be the example, to set the tone, to act as a savior, but somehow I was always disappointed. Hearing leaders say one thing and act completely differently was a source of real pain. I took it personally; it felt spiteful. Leaders must recognize that actions matter and, equally important, that words such as “your success is my success,” “feedback is a gift,” “innovation is key,” and “all ideas are welcome,” when genuinely offered, have real, tangible and positive impact. My then stagnant and negative environment, which had no room for personal growth, had the exact opposite effect, driven by self-serving leadership and censorship of any thought or idea that challenged the organization.

For 26 years I had front row seats to my father’s mental illness. I watched him love me one day and disown me the next. And as a child, I always looked for what I might have done to cause him to change his attitude toward me so drastically. Looking back, I saw the connection between my experience with my father and every personal and professional relationship I had in life, and to the dissatisfaction I was experiencing at work and in life in general. There was clarity in realizing our lives are grounded in the relationships we have with ourselves and with others.
At first, I was shocked. How did I not see this before? Making this connection released me in a way; it freed me to see my part in this thing called “my life.” With freedom came action. I was determined to find out what else I didn’t see. Where else might I find freedom? And how could this make me a better leader, that leader I always wanted and never had?


Very quickly I realized that everything I was learning was outside the realm of conventional knowledge. I believe Rumi said it best: “Conventional knowledge is death to our souls.”
Zen is a practice just like any other practice; it takes discipline and commitment to achieve. The reason that Zen leaders are so respected is because most of us hold the point of view that overcoming or mastering one’s mind is exceedingly difficult, when in fact it’s just a choice, a choice to adjust your lens just a bit and look with curiosity. Because who knows? You may see a whole different picture.

- Leadership is an inside job:
“Knowing others is intelligence; knowing yourself is true wisdom. Mastering others is strength; mastering yourself is true power.”
– Lao Tzu
One of my greatest experiences of dissonance with leadership is seeing and working with leaders who are unaware of the effect their words and actions have on their teams. Zen leaders are inward-looking. As a practice, they understand that their team is a reflection of their mastery of their craft, and they don’t feel threatened by what they see. They know that to lead others, they must lead themselves first, because they know that their thoughts, emotions and actions affect many people. They are humbled and honored by this responsibility.
The spiritual teacher Sadhguru says that “if you don’t lead your mind first, your success of leading others is merely accidental.” Organizations make the mistake of separating the whole self from the professional self. I have news for you. You take yourself wherever you go; compartmentalizing is an illusion. When organizations finally understand that the question of what it means to be human is vital, they will soar beyond their imagination.
- Trust:
“If you don’t trust the people, you make them untrustworthy”
– Tao Te Ching
We often feel under enormous pressure at work and at home, pressure to get the job right and on time. We also feel like we need to shine and stand out. We often operate in cut-throat environments, where someone else’s success comes at our expense. For that reason, we don’t work collaboratively, we don’t share information and we don’t trust each other. This is not such a great starting point when building teams, is it?
- Be guided by virtues and values, not rules:
“Any fool can make a rule, and any fool will mind it”
– Henry David Thoreau
There are so many rules in our society and in our workplaces. Rules around what we can say and do, how to behave and even dress. The thing about rules is that they strip away individual judgment, because rules are meant to be followed whether we understand them or not, whether we agree with them or not. They create automatic behavior rather than thinking behaviors. Hans Monderman, a Dutch road traffic engineer and innovator, made the same point about traffic signs and lights. He argued that adding lights, bumpers or signs doesn’t reduce the number of accidents, that traffic space needs to be treated as such – a shared space where people interact – and that we need to understand human behavior first to find innovative solutions to reduce accidents. “Essentially, what it means is a transfer of power and responsibility from the state to the individual and the community” (Monderman, bigthink 2017).
In a politically correct western society, it has become nearly impossible to follow every made-up human rule. While we think they are here to protect us, I claim that they are more harmful then helpful because they are merely the symptom of a collective that has taken the path of intolerance for one another. This cannot be overcome with restrictions on words. You see, words are nothing but a product of what lives in our consciousness and, therefore, what needs to be transformed is our thinking.

The Zen leader knows that good judgment is all they need, and when they are faced with making a decision, large or small, they know they are guided by something bigger than themselves.
If you want to transform your team, your school, your organization, the world, start with you. I dare you.
