Leadership Lessons from the Great Pyramids - PART 2 of 2

...While "attitude" was enough to build the smaller
Pyramids (like that of King Sneferu), the largest,
grandest, and the only of the Seven Wonders of the Ancient
world still standing, with a height of 450 feet and 756
feet square: The Great Pyramid of Khufu, needed more than
just a great attitude.

True greatness lies in self-actualization through work

When work becomes choice, it no longer manifests itself as
work. It is the convergence of personal desire and the
actions we gladly take.

As it turned out from the discovery of a Workers Cemetery,
building Pyramids was a dangerous business. Even with a
great attitude, that's a real bummer. So why would anyone
choose to put in their whole hearted effort and risk their
lives in the process. Was it Bak, or feeling special, or
was it more?

Harvard's George Reisner found workers graffiti created by
"Building Teams" that called themselves names like "Friends
of Khufu" and "Drunkards of Menkaure".

These findings and ancient Scrolls suggest that these teams
were made up of many classes of people on a rotating basis.
This means that the managers, architects, and even the
priests would take part in building.

Did Pharaoh himself go down and carve bricks? Only Ra would
know.

But in today's context when nurturing the psychology of a
superior workforce, a Hands-on CEO often commands greater
respect.

Why?

Because he/she leads for others and not for a personal ego
trip.

The term "Hands on" should be qualified here: a CEO that
gets into other peoples job because of frustration or tries
to do everything themselves is counterproductive. The hands
on type I'm talking about is an individual who takes the
time to have assist his personnel by supportively guiding
them. And, who lets his subordinates teach him what and how
they are doing in order to have a greater understanding of
even the least significant function. This would be a Leader
who may see a mop and proceed to clean the floor while the
janitor's on his break, then ask the janitor if he did it
right when he comes back. Or, who may go to the source when
a manager is having difficulty with equipment and assist
him in solving the problem as the manager takes charge.
These of course must be taken in context of time
requirements, but a great leader will have more time
because they would be more effective in assisting people to
achieve greater and faster results.

In these teams people were equals and as equals established
unique identities within the masses. Each of these teams
was divided into 5 smaller teams where more cohesiveness
amongst team members could be formed.

With individual group identities, leaders were able to
establish the groups as an essential part of the same
vision. They were part of something greater than the
individual, they had ownership in it. It was a higher
purpose. As a part of these select teams they had strength
that no individual could ever have, they were greater than
themselves and even Pharaoh.

This became a way for the average person to have real
power, to feel an equal to royalty. The Pyramid became the
achievement that no one but them could achieve, a part of
history that they could tell there children about. A
physical manifestation of owning a part of something no one
else could do.

This higher purpose bred cooperation and efficiency; there
was pride in Daily accomplishments. And each team
celebrated with other teams after each completed step of
the process. These people didn't work as individuals, not
even as groups, but as an extension of the organization.

To achieve self actualization in a workforce, a modern
company must ask "Why?"

Why would someone feel powerful working in your
organization?

Why would they be proud to be a part it?

What is your "Pyramid", the greater purpose your staff
could be a part of?

Each person has their own values they must equate and align
with the organizations vision to achieve self
actualization. To lead self actualized individuals, a
leader doesn't direct or even guide; at this stage a leader
collaborates with his people as equals, empowering them as
entrepreneurs and not employees. Self actualization stems
from personal power. When you feel power in and of your
actions, when you feel like YOU matter in the grand plan of
those actions, then you reach the pinnacle of your success.

There are 4 steps to achieve this:

1. Create mixed rank teams that maintain equality

2. Allow the teams to develop unique identities that align
their own values with those of the organization

3. Assist teams in finding their own greater purpose

4. Measure success on a daily basis to maximize sense of
achievement

Secrets of a motivated, dedicated, and well organized
Organization

When Pharaoh set out to build the greatest of the great
Pyramids, he assembled his greatest and wisest people and
encrypted the writings below as a path to greatness:

Secrete writings of the mysterious code hidden in the
Pyramids that illuminates the force of superior management.

Source: The Carmazzi Scrolls -

The Pinnacle of greatness comes when individuals see their
work as their purpose. To cultivate this, leaders must
Collaborate as equals with their people. There must be a
greater purpose to the work, something greater than the
individual, or the group. When working on the plane of "
SELF ACTUALIZATION, people work at the level of
"Organization"

-

The Core of building greatness is formed through Attitude.
To develop this attribute for success, leaders must Guide
their people, cause emotions of significance that couldn't
be inspired alone. Leaders develop reciprocity by creating
an environment of personal growth that is far superior to
the standard. When working on the plane of "ATTITUDE",
people work at the level "Group"

-

The Foundations of building greatness should be based on
skill. Leaders should Direct and teach individuals until
those individuals have mastered the required skill. When
working on the plane of "SKILL" people work at the level of
"Individual"

...

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Much of this article is based on the Directive
Communication Psychology developed by Arthur F Carmazzi.
For more information and articles, visit the Directive
Communication website at: http://directivecommunication.com
- Or, Email Arthur at: afc@carmazzi.net