Excerpt from Savanting: Outperforming your Potential, Chapter 4 (2019) by Lauren Holmes
SAVANT DOMAINS FROM CHILDHOOD
The six superachievers I have selected to demonstrate savanting have pursued what I consider biologically maximized careers – ones which honor their biological predispositions in compliance with the bioflow. One’s biological wiring, one’s strongest most rewarding talents, and one’s savant domain are more obvious during the simplicity of childhood. Therefore, it would be enlightening to examine what preceded their illustrious careers.
In my view, these six successful models never left the internal-external maximizing machinery into which we are all born. They remained integrated into the bioflow for most of their careers. Accordingly, their capabilities were always extended by the external bio-infrastructure and informational databases.
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They live(d) maximized lives of continuous savantflows within their savant domain. Not only were they operating from peak performance, but they were in a high-growth state which continually pushed the envelope on their baseline functionality and the advance of their savant domain. As a result of being guided by the bioflow – the evolutionary flow of all living systems – they each pioneered new frontiers for humanity.
The new savant-inspired mode of operation will be examined in the lives of the four iconic founders of Amazon, Microsoft, Apple, and Facebook – Jeff Bezos, Bill Gates, Steve Jobs, and Mark Zuckerberg, respectively. Excerpts from the lives of these and other superachievers will model how the internal-external partnership may be exploited to generate the worldchanging achievements they each attained.
“Control” of nature versus “compliance”
I have also selected the lives of two additional icons from very different savant domains as models. I specifically chose Oprah and Jim Carrey because they have self-identified as celebrity proponents of the law-of-attraction movement. I think you’ll find that explaining their success is much easier through savanting than the law of attraction (LOA). Their success will certainly be more replicable with savanting.
I also chose Oprah and Carrey because there are publicized events in their lives which are instructional with respect to pursuing the savanting way of life. This is my purpose for having six models. In addition, I think you’ll come to see that all their favorite success stories used to promote LOA result from honoring their biological wiring as savanting promotes.
In one critical way, the law of attraction is the exact opposite of savanting which is itself instructional. Savanting outlines a means to comply with internal and external biological processes in order to achieve goals associated with self-actualization and biology-driven purpose.
The law of attraction has the expectation of controlling natural forces. It is about redirecting natural forces to materialize what one wants through “like” attracting “like.” I assume this means that theoretically everyone in the world can simultaneously change the direction of powerful integrated and co-dependent universal forces to attract money. A bit of a challenge to reasoned thinking.
Savanting is about biological maximization. Both Carrey and Oprah were true to their biological predisposition in advancing their savant domains. Their success was achieved through sustained self-actualization. Have a look at their lives in the coming chapters and decide for yourself whether they controlled or complied with natural forces.
For now, let’s examine snapshots of the childhoods of all six superachievers for the beginnings of the savant domains in which they achieved such sensational success. I think the parallels of their biologically maximized careers will inspire your career.
THE CHILDHOODS OF OUR SUPERACHIEVERS
JIM CARREY – comedian, entertainer, actor, impressionist, screenwriter, film producer, uplifter
Jim Carrey was an entertainer from birth. He was addicted to uplifting people’s spirits. As a young boy, Jim slept with his tap shoes on in case his parents needed cheering up during the night. Unfortunately, his father had become unemployed and their financial situation had become dire. Carrey applied to be on the Carol Burnett Show at age ten and gave his first standup comedy performance at a comedy club at age sixteen. The savant domain in which he ultimately became successful began in his childhood.
OPRAH – media mogul, talk show host, actress, producer, philanthropist, uplifter
When Oprah was just three and a half, she was passionate about preaching to help people. She loved to recite the uplifting sermons of renowned preachers in the churches around her home. She knew even then that she aspired to inspire, encourage, and uplift.
Her talent as an orator and storyteller and her gift for drawing out people’s stories to benefit others were all in evidence by the age of five. She took drama in high school. During her senior year, WVOL, an African-American radio station in Nashville, Tennessee hired Oprah to read the news. Her broadcasting career was launched.
She then won a public speaking contest which gave her a scholarship to Tennessee State University. She majored in speech communications and performing arts. As with our other four founders, Oprah too left university in her teens to do the work she was passionate about. She accepted a job as a co-anchor at a CBS television station.
In 1978, while she was in her early twenties, Oprah was offered her first talk show to co-host, a morning show called “People are Talking.” After her first show, Oprah knew that this is what she wanted to do for the rest of her life. The savant domain of her ultimate success began in her childhood.
STEVE JOBS – co-founder of Apple, information technology entrepreneur, consumer engineer and artist, inventor, microcomputer industry pioneer, Pixar computer-animation pioneer
Steve Jobs was committed to consumer engineering for electronics from his early teens. That is the only audience that has ever connected to his heart. Jobs’ mechanical prowess and passion began at an early age. By age ten, Steve’s attraction to electronics had become obvious to his parents. As a result, he spent long hours with his father dismantling and rebuilding electronic devices in the family garage.
When he was twelve years old, he called William Hewlett, co-founder of Hewlett-Packard, to ask him for some parts to complete a school project. Impressed, Hewlett offered Jobs an internship at his company. Jobs thus launched into his savant domain before he was even a teenager.
Hewlett-Packard became a model for how he would run Apple at such a young age. Jobs and Apple co-founder Steve Wozniak met in high school when Jobs was just thirteen. Woz was the first person Jobs had met who knew more about electronics than he did. Their days quickly became about the type of work that eventually created Apple and made Jobs a leader in his savant domain.
Steve’s entrepreneurial skills showed up early in his life with several commercializations with Woz while a teenager. His love for minimalist design used for all Apple products also started in his teens and is rooted in the modernist architecture of his childhood home and his study of the principles of simplicity in Japanese Zen Buddhism. He took art classes in his teens to develop his interest.
BILL GATES – co-founder of Microsoft, information technology entrepreneur, mega-philanthropy pioneer, software pioneer, microcomputer industry pioneer, worldbuilder
By the time Bill Gates was thirteen, his key talents had intersected into a savant domain focused on improving the quality of life of individuals en masse. Bill’s brilliance in the tools of his mission – programming and business – were winning him acclaim and money throughout his teens.
In fact, he knew as a pre-teen that he would be an entrepreneur running his own company. However, his entrepreneurialism embraced the true meaning of the word with respect to pioneering new frontiers not simply business ownership.
Gates had a passion and aptitude for penetrating the unknown and building the structure to underpin it. The words of Ralph Waldo Emerson come to mind. “Do not go where the path may lead, go instead where there is no path and leave a trail.”
These three talents – business, programming and entrepreneurialism – were only tools of Bill’s worldbuilding domain. So many have missed the essence of the man and what drives him because they assumed (a) that the accouterments of success he accumulated from his achievements were his goal or (b) that the fields or industries in which he played identified his savant domain. Had Microsoft never existed, Bill Gates’ career would have looked exactly the same in some other frontier.
He was ready to launch his first company by age fifteen but was overruled by his parents wanting him to attend university. By the time he was twenty his passions had found vent in Microsoft which launched two new fields – microcomputers and software – in the service of personal computing.
Microsoft let him begin his widespread service to enhancing the lives of consumers en masse until it was easier to do this more directly through philanthropy, or more precisely, mega-philanthropy. This had been a key focus of his family from his birth.
JEFF BEZOS – founder of Amazon.com, business leader, entrepreneur, e-commerce pioneer, aerospace pioneer, worldbuilder
Jeff Bezos is considered to be the inventor and developer of e-commerce through Amazon.com. Amazon has transformed the way we read, shop and watch TV, and through its cloud services division runs an astonishingly large portion of the internet.
Bezos is a self-proclaimed “change junkie” continuously scaling new frontiers of learning, experimentation, and creation. At age eighteen, Jeff’s valedictorian speech at his high school revealed his vision of the retail and residential expansion of humanity into space. This colonization vision undoubtedly drove the planetary expansion of Amazon.
In addition, Jeff has now founded a consumer spaceflight company, Blue Origin, to develop the necessary technology for establishing an enduring human presence in space. Commercial suborbital human spaceflight experimentation began in 2018. The planet-wide expansion of Amazon into new unknown territories was preparation for the new frontiers he hopes to scale for the colonization of space.
The savant domain that spawned both Amazon and Blue Origin first appeared as Jeff’s obsession with science fiction books emphasizing worldbuilding. Even as a child his mind was captivated by their ambitious, mogul-driven projects with a self-contained set of planets, space colonies, and social relations (human, post-human, or other-than-human) run by radically different principles from the ones we know.
Following an announcement ceremony for Blue Origin at Cape Canaveral, Bezos talked with the media about his childhood obsession with the space program and science fiction books, and how that passion has motivated his business pursuits and shaped his ultimate goal to eventually put “millions of people” into space.
While an undergraduate at Princeton, Bezos served as the President of Princeton’s Students for the Exploration and Development of Space. His goal has always been to continuously make history. One can trace Bezos’ savant domain from childhood to the present and even project it into the future. Even if Amazon disappeared from the world tomorrow, we can know where his life will go. He will be true to his biological wiring.
MARK ZUCKERBERG – co-founder of Facebook, internet entrepreneur, social networking pioneer, philanthropist, worldbonder
According to his tutor in grade school, Mark Zuckerberg was a programming prodigy. Many assume this is his savant domain. However, Mark was smart at everything and programming was just one more field. Would it surprise you to learn that at age twelve, Zuckerberg began connecting his own family – his first social grouping?
“Zucknet” interconnected the computers of his family and their businesses so they could more easily communicate, support, and bond with each other. His passion for relationship-building began in his childhood and has never stopped.
Should Facebook disappear tomorrow, Mark would continue to promote the quality of life and success of individuals en masse through bonding people. Technology was only a convenient tool of his savant domain but not that domain.
It is his passion for relationship-building that prompted a computer science geek at Harvard to also take psychology. Mark’s raison d’être is to elevate the quality of life of people around the world by improving their connections and relationships. He is driven to unify, better, and bond humanity.
Shaping evolution
Each of these six superachievers had a biological predisposition to the personal savant domain for which they later became celebrated. That field of genius was often evident before they were five years old but certainly by the time they entered their teens.
Imagine decades of peak-performance and peak-growth savantflows within their savant domains starting this young. Imagine the success of your career if you never left your savant domain from birth to death. It is easy to see why competitors could never keep pace with these icons.
Notice that, for the four technology founders, the fields in which they became renowned really didn’t exist to any extent until they created or developed them. Notice as well that each of their savant domains was beneficial to humanity. This is what you would expect if people are partnered with the evolutionary forces of the bioflow continuously mutating, adapting and advancing the human species for survival.
Nature will provide support based not only on the maximizing of your system but also the maximizing of humanity’s system. The bioflow will guide you to maximizing both simultaneously – to the perfect intersection of two hierarchical systems maximizing. This is the formula for your greatest support from the bioflow to achieve your goals.
This is what you will learn from the six iconic savant-domain career models examined in this book. They each excelled in a savant domain that was facilitating the ideal direction of human evolution. This is the ideal strategy for yourself or any company you might run.
Biological maximization is the next generation of breakthrough competitive advantage for the future corporation. Individual and multi-individual human systems are maximized by nature’s adaptation mechanisms in exactly the same way. Therefore, the techniques for biologically maximizing yourself that you have learned in previous essays may be applied to maximize all human systems – an individual, a family, a company, a marketplace, a country, and the human race as a whole, for example.
I nearly wrote the obvious article which extrapolates from individual to corporate maximization. But then it occurred to me that it might be more intriguing for both reader and writer if I assumed that both the employees and the corporation are already maximized. This would give us a view of the goal state of maximized corporate operation. It would reveal the potential company of the future.
We will therefore assume that both individual and company have both already partnered with nature’s machinery for adapting and maximizing all living systems for survival. We will assume that they are thus already operating not only at their internal potential but their extended potential. This means that we will be assuming that they both have extended their innate capabilities and potential to include those of the maximizing machinery externally and all of the systems it orchestrates. What will the future company look like when populated by employees operating beyond their potential?
Snapshot of a maximized individual in action
First, let’s quickly review how the biologically maximized individual will be operating. A snapshot of that state can serve as a model for our discussion of the biologically maximized corporation. Peak performance for a human system is the application of one’s strongest talents to the context that will most benefit from them. One’s greatest strengths then will thus be applied to one’s most meaningful and rewarding work for an audience that will value that work the most.
This work must scale new frontiers either for the individual or for advancing reality. It must change the physical world in some way. There is the requirement for creative and learning elements. This is because the entrance fee to attain our maximum state requires us to be stretched beyond our previous performance levels. It requires that we apply our strongest talents at increasingly more elevated levels. Obviously, as a successful species, we have evolved addictive or motivating drives to pull us to maximum performance and adaptive advance to improve our prospects for survival.
Until this series of articles, our peak performance or maximum state had been called flow. I have identified a subset flow state which is even more precisely our maximum. I have called it top-talent flow state since it emerges as a result of applying one’s strongest talents to advance ideal contexts as identified in the above definition of our maximum.
A requirement for entering this enticing top-talent flow state is that the activity that invokes this altered state of consciousness must stretch you beyond your previous capabilities. Therefore, growth in skill and impact are built into this state. Every time you enter flow, then, your system will be advancing. In top-talent flow, you will therefore achieve peak growth and peak performance. We have evolved drives what will always pull us to this maximum. They have evolved to ensure our survival.
Growth to maximum performance then can never be linear. Your core is a constant. Your strengths, your talents, and your essence are a constant. Biological predisposition determines this core. Therefore, mechanisms trying to maximize you will always pressure you to expand around your core strengths. Think of ever-widening concentric circles. Nature will always pressure you to operate in flow states which emerge from applying your greatest strengths.
This is why the twelveSourcing-Your-Savantexercises are so critical. They tell you your formula for operating sustainably in your maximum state. They tell you when the machinery has and has not supported you in the past so that you might determine the formula for when it will and will not support you in the future. Maximized individuals move with the maximizing flow and never against it. Therefore, they live by this formula going forward. They choose all projects or goals to capitalize on the machinery and to avoid problems. Imagine knowing which projects will or will not work before you begin them.
This will mean that the machinery will support them with a plethora of capabilities, facilitations, and leaps that will catapult them to their goals. Externally these leaps include clusters of coincidences relevant to their goals. Internally, these leaps include breakthroughs, flashes of genius, breakthroughs, “Aha!” and “Eureka!” events, flashes of genius, epiphanies, sudden knowledge, sudden insight, intuitive leaps, enlightenment, sudden creativity, sudden creation, creative inspirations, and leaps to emotional highs.
These leaps are the essence of the maximizing process. They are generated by the re-combining of existing information systems to create new information systems. This is the basic creativity used to solve maximizing challenges. It is the essence of adaptation. Obviously, maximized individuals will automatically merge with a machinery that has evolved to maximize us. They can thus achieve bigger goals better and faster with this extendedpotential. They can achieve beyond their potential.
In addition, your performance will increase in another way. You will be merging with the production line that generates adaptive leaps or solutions. Even non-creatives and those of normal intelligence may come up with career-changing if not world-changing breakthroughs through tapping into this powerful process. Imagine what you could accomplish with a lifetime of leaps. No wonder every one of us wants to know our maximizing formula.
CORPORATE BEST PRACTICES REVOLUTIONIZED
One human-develop continuum
The maximizing machinery maximizes all human systems identically. It neutrally applies the same pressures to every human system. This means that there is only one human-development continuum for individual and multi-individual systems. There is a single human-development continuum for every individual system, every company system, every country system, and so on. Because the maximizing machinery is logically integrated, the new standards deriving from a partnership with that machinery will also be integrated and interlinked.
This translates into a single develop continuum or single process for organizational development, leadership development, talent development, change management, and career management, for example. Because leadership development and individual development use the same systems maximization process, leadership development will become a by-product of pursuing one’s natural growth path. The natural drives of the individual will propel personal advancement. Yet they will also inadvertently pull individuals to meet organizational needs for leading and leadership development as a byproduct.
In fact, you will learn that this singular development continuum pressured by the maximizing flow will merge today’s fragmented corporate best practices into a single integrated process. Partnering with the maximizing process will simultaneously revolutionize standards for management science, leading, entrepreneuring, frontiering™, innovation, leader creation, leadership development, organizational development, performance improvement, productivity improvement, project management, high-speed growth, change management, talent attraction, talent retention, talent development, career management, recruiting, outplacement, and more. Pursue improvement in one aspect of running a corporate system and the other aspects will upgrade as well.
Maximizing and synchronizing
With every individual linked to the same maximizing machinery, corporate best practices are merged and simplified. Levels of uniformity and unified advance never before achievable within organizations are possible. Leadership responsibilities can be embedded throughout the employee population without the requirement for hierarchy. Unprecedented opportunities emerge for not only distributed leadership and decision-making, but also for universal core competency upgrades. Mass maximization and mass synchronization are integral to the maximizing mechanisms that have developed over generations. They can be duplicated within corporations by simply tapping into these ongoing processes being orchestrated by the maximizing machinery, the master.
The learning organization
Learning-to-learn programs may be replaced by the agility and adaptivity inherent in the partnership with the maximizing engine. This new formula for creating the learning organization does not stop here. As a successful species, we already have the drives for learning and adaptivity. The study in figure 3 shows that these drives have been deactivated by cultural interferences. The learning organization can be achieved by simply reactivating the drives and functionality we can see in operation in our children before they are pressured to conform to our cultures around the age of five.
Partnering with maximizing mechanisms which have evolved the species will release learning agility from the inside of each employee more quickly and successfully than traditional organizational programs can instruct and pressure learning-to-learn expertise from the outside. The very definition of a learning organization is individuals en masse with their drives for learning released. In addition, partnering with maximizing process makes its themes, modus operandi, and functionality available to us. So, while our own learning, adaptivity, and frontiering drives are being reactivated, we can borrow nature’s adaptivity, agility, advance, and problem-solving to operate as if we are already learning experts.
Borrowed creativity and innovativeness
The same is true of organizational creativity and innovativeness. Adaptation is nothing if not a machinery for creativity and creative problem-solving. As above, figure 3 shows that most of us are born creative and adaptive. Our cultures interfere. They provide structured, linear processes which preclude creativity. They make experimentation and the failures inherent in the process risky to our acceptance and advancement. Because change is feared, those who offer new creative solutions are often criticized and ostracized. Societal mechanisms for resisting change are translated into personal attacks on those promoting change. Funding for innovation is limited to a few fields.
How successful have corporate programs been in making non-creative people creative? Would the success rate not be better if we simply partnered with adaptation’s creativity to enable everyone to be creative? And how smart is it that this very process of partnering would reactivate not only the creativity in each of us but the drives that make creative acts addictive? Would our companies not become more competitively creative if we restructured them to free our innate creative drives? And would that creative competitiveness not be increased dramatically by extending it with the creativity of nature’s maximizing process? Of course it would. Our internal creativity has actually evolved to work in tandem with the creativity outside of us in the maximizing machinery. The synergy enables exponential increases in creativity.
This creativeness inside and outside of us is actually the same maximizing continuum. It was our cultures that decided that our potential and our functionality would be limited to what is inside of us. Our cultures keep us separate from the massive maximizing machinery with which we have evolved to operate at our full extendedpotential. It is our cultures which have hidden our extended potential from us.
It is our cultures that make it unsafe to use the frontiering™ drives which both companies and humanity need to thrive in today’s tumultuous world. Imagine the corporate improvements in productivity and innovativeness with the restoration of the full extended potential of each employee. Competitors will be quickly eclipsed. The very capabilities most organizations seek to cultivate through a multitude of corporate programs are accessible through a single shift of every employee to their natural partnered state before culture interfered.
The systems maximizing machinery may be harnessed to maximize your work, to manage your career, and to empower your children to operate at their full potential to achieve their goals. Business leaders may use it to run their companies. National leaders have a new engine for maximizing their countries. World leaders may copy and comply with this multi-system maximizing machinery for running the world differently. We have a new means to adaptively evolve the human race to advantage.
Let’s briefly overview a number of additional territories of company operation revolutionized by partnering individual and multi-individual human systems with the maximizing machinery.
SYSTEM INTEGRITY HONORED
Individual integrity honored: centered on core strengths
Adaptation maximizes and advances systems synergistically and synchronously for survival. To do this, it honors the integrity of each individual or multi-individual human system. It pressures the integration of each human system around its core strengths and the drives that promote the use of those strengths. It pressures operating from the peak-performance and peak-growth flow state that emerges when one is applying these core strengths to advance or be advanced by the contextual system of which it is a component.
This is because the maximization of the contextual system is tied to the maximization and advance of the component system. There must always be synergistic exchanges between them. Our maximum state will always include an exchange. In this flow state, only the parts of the brain required for the task at hand are activated. One’s body and being move into congruence at the highest performance levels.
This is our most powerful state. This is the strongest configuration of a human system for its survival and adaptivity. This is the state of true integrity of the system. It may not always be possible to operate from this state maximized and centralized state. However, it is understandable why maximizing forces and mechanisms will always pressure us to achieve and sustain this state.
For those who want to extend their capabilities with those of the maximizing machinery, it is important to understand its goals. The closer you are to this centered, self-actualized state, the more you can take advantage of your internal-external system. It is in this state that circuits complete between internal and external maximizing mechanisms and processes. Integrated and centered in this state of integrity, you may most effectively partner with the maximizing machinery for your most powerful and productive state.
Company integrity honored
The above model of honoring the integrity of hierarchic human systems is the same ideal model for peak performance and peak competitiveness of the hierarchic interconnections of human systems around a company: employees, teams, departments, company, the company’s business web of suppliers, partners, customers, and support entities.
Competitive breakthrough
Copying evolution’s smart model for synchronizing systems into a synergistic multi-system maximization process certainly would add competitive advantage to a company. But here is a new conceptual platform for the real competitive breakthrough: the powerful maximizing machinery is already driving the company and its associated human systems in this maximizing and synchronizing manner. Ignore it at your peril.
If a company wants to achieve its goals bigger, better, and faster to outperform and outmaneuver the competition, the maximizing flow is a huge factor. It is both an opportunity and a curse. The direction and biases of the maximizing flow need to be factored in when choosing any goals. If not, there would be a 50:50 chance that your company will end up fighting upstream as it pursues its goals. The company would have to fight against a large powerful machine. The competitive gap would widen even more if the competitors of this upstream company were flooding downstream with the maximizing flow at high speed while being catapulted ahead by a plethora of leaps such as coincidences, breakthroughs, and facilitating events.
If you want to take advantage of a partnership with all of the powerful mechanisms, forces and capabilities that have evolved to advance human systems, then you will need to honor the integrity of any human system that you are trying to maximize or to conscript to help you to achieve your goals. Now let’s see some examples of how corporate best practices will change when we comply with nature’s pressures to honor the integrity, growth, and maximization paths of each human system related to the corporation internally and externally.
Growth honors systems integrity
We learned from the snapshot of the maximized individual above that the growth for human systems pressured by the maximizing machinery is not linear. Rather, it honors the integrity of the core strengths of the system. The core configuration remains the same but expands and advances. The key talents and their associated addictive drives advance and become capable of more impact on the context or reality or world.
Therefore, growth, when integrated into the maximizing flow, is an expansion, magnification, and intensification of the ‘nucleus’ of the human system. Growth is an expansion by concentric spheres. The configuration of the core of the human system should remain intact. This is what the maximizing machinery is pressuring.
This means that whether you want (a) your company’s impact to increase or (b) to use your products to help your customer’s system to advance, or (c) to develop your employees, or (d) to increase the contribution of suppliers, the integrity of the core of each human system will need to be honored. If you want to harness the functionality, power, synchronization, synergies, direction, quantum leaps and coincidences of the maximizing machinery, you will need to know where to look for it. You will need to know where the flow is going so that you or your company or your customer or your supplier may move with it.
You will want to select goals to capitalize on an expansion process that already has powerful mechanisms and processes promoting it. You will want to get out of the way as they attempt to expand the capabilities of your human assets or increase the impact of your company. There are drives within us and mechanisms outside us that can motivate your people to some goals but not to others. With knowledge of the signposts and a little experience, you will be able to quickly identify when the internal and external maximizing machinery is supporting or opposing the directions of your company.
At minimum, you will want to avoid choosing goals that will have you pitted against the maximizing flow. You will not want to promote people up a linear hierarchy which eliminates the use and improvement of their key talents. Not only will the company no longer have addictive drives motivating the individual’s work, it will not have all of the maximizing machinery and the systems it orchestrates supporting the individual. You will not have engaged the extended functionality and potential of his/her internal-external system in the service of corporate goals. You will not have maximized your people.
Now let’s examine some examples of how corporate best practices will change when we comply with nature’s pressures to honor the integrity of each human system related to the corporation internally and externally.
Customer system integrity honored
Where the maximizing machinery is pressuring a company system to go defines the integrity of the system to be honored. There are multiple systems whose integrity needs to be honored with respect to customers. The more your company, as the supplier company, is providing products or services in compliance with how the maximizing mechanisms are pressuring it, the more successful it will be.
Ideal customers need to offer an opportunity for the supplier company to use their key talents in top-talent flow in order to serve that customer. It would go against all of the principles of maximizing human systems to take your company out of top-talentflow in order to supply a particular customer. Take a look at the customers that are causing problems, blocks, and negative events. These may indicate opposition by the maximizing machinery. It would not be wise for a supplier company to build its business around these customers.
It is more than likely better to let a customer go than to come off of the addictive core drives of the corporation trying to take it to its maximum in peak-performing and peak-growth flow state. A customer company which requires a supplier company to come off its peak-performance centering will inevitably cost both companies money. A supplier company which is not providing products or services from their zone of peak performance will ultimately both experience and cause problems.
The customer company also has a nucleus of key talents and drives evolved to promote their creative expression. The better your products support the core creative engine of the customer company and its expansion around that core, the more successful your company will be as a supplier. The more your products support the directions that the maximizing machinery is pressuring the customer system, the more successful your products will be.
You know what the maximizing machinery is trying to achieve for your company, for the customer company, and for the interface system which develops between the two. Avoid swimming upstream. In addition, if you are setting up a new global company or developing a new product to offer globally, ensure that you also honor the integrity of the global human system and where the maximizing machinery is pressuring it to go.
The goal state of being then would be to support customer companies to move with maximizing pressures while your company is also complying with the same maximizing pressures in selecting those products and customers. In other words, both customer and supplier are orchestrated by the same multi-system maximization machinery. They are unified and synchronized externally in the same way that they are unified internally. They are sharing in the coincidences and opportunistic synergies that are characteristic of the multi-system maximizing inherent in a massive biological system of systems committed to the survival of all living systems.
Outsourcing, suppliers, and partners
The same logic which has a company releasing the wrong customers in favor of the right ones, will also dictate an outsourcing strategy which will release suppliers based on the same criteria. A company partnered with the maximizing machinery will spin off those business units that are not part of the company’s core competencies and addictive drives. These units will stand out because they will not be acted upon by the maximizing flow in the same way.
While the bulk of the company is enjoying facilitating events and clusters of coincidences, those parts of the company that need to be outsourced are receiving visible opposition from the maximizing flow. Its reaction to a company’s components identifies what nature considers part of the system being acted upon. No force-fitting actions by the company to integrate something unintegrateable are going to make nature change its mind. Its reaction is neutral and final. Proceed against the maximizing flow at your peril.
Having thus purified your own company to reflect its core integrity, you will only want suppliers who have done the same. You will not want to choose suppliers to support you with products or services which it really should have outsourced because they are not part of the core competencies of the company. You will want to choose suppliers whose core competency is to provide the product or service which will support your core creative engine.
The same criteria will ideally apply to any partnerships and alliances entered into by your company. Over time, you will gain expertise for quickly identifying the core creative engine of any individual or multi-individual human system. You will be able to quickly have it operating as an extension of the maximizing engine that evolved it. You will be able to quickly re-link the internal-external human system to reclaim its extended potential. You will be able to extrapolate this from learning to maximize and centralize your own system.
Business web integrity honored
The business web of suppliers, customers, and partners that surrounds your company is itself a human system being acted upon by the maximizing machinery. Maximizing your company’s business web, then, is as simple as copying and complying with the multi-system maximizing machinery. Do what the maximizing process does and harness its power for you to do it.
Orchestrate systems to co-evolve, co-adapt, synergize, and synchronize the way maximizing mechanisms do. Matrix the capabilities of many systems to enhance company performance. Watch for tell-tale patterns of signposts that your business-web companies are being orchestrated by the maximization process. Then apply multi-system achieving techniques to enable your company to achieve beyond its potential through couplings with co-maximizing companies.
Product development for system unification
System integrity results from the pressure of maximizing mechanisms to unify a human system around its nucleus of greatest strengths and their associated drives. It will be lucrative to choose products which help the maximizing machinery to accomplish this.
For example, the immediate popularity of the Blackberry relates not only to its facilitation of company system integration and unification but also its promotion of the same for the entire system of humanity. The success of technologies which cross cultural boundaries to unify humanity into a single global system will steadily increase over time. This is what the maximizing machinery will always be trying to accomplish. Go with the flow in choosing product and corporate directions.
NEW CHANGE MANAGEMENT BEST PRACTICES
We have been dissecting what is going on during the maximizing flow in order to better comply with it and capitalize on it. Let’s now look at some examples of how the new corporate core competencies for change management will transform as a result of re-integrating into the maximizing machinery. This machinery serves as the model and the power behind new breakthrough change management methodologies. Many of the change initiatives required today will instead be eliminated by natural levers built into a re-linked internal-external system.
So many of the activities that we consider change management will be included within the daily operations of any company merged into the maximizing process. Maximization is perpetual change. It is nature’s adaptation engine. Therefore, natural levers built into our internal-external system will promote ongoing system advance without requiring human intervention.
Overcoming change resistance
Almost all of the resistance to change is fear of the unknown. The methodologies being presented in this essay series are designed to build not only expertise for frontiering™ but a craving for it as a way of life. Frontiering™ is the method for penetrating unknown territory or bringing the unknown into existence. It is about scaling new frontiers of knowledge and creation. By partnering with the greatest machinery for frontiering™ – adaptation or maximization – to remove the fear of frontiering™, our addictive drives for frontiering™ can be released. We become the frontiering beings our successful species has evolved to be.
The effect on organizations of each person having an addiction to frontiering™ and change will be massive. The push for change from employees will replace the pull from management. Fear of the unknown will be supplanted by a craving for living in the frontiering zone. This is the territory where the unknown is replaced by the known, new frontiers are scaled, the unprecedented is the norm, and routine is anathema. This dramatic reversal will revolutionize change management best practices.
By complying with internal and external maximizing pressures, the development of frontiering capabilities will start in one territory of your life and then spread to others. That first territory is around using and improving one’s key talents. This is where your internal drives and the pressures of the maximizing machinery are the strongest. We use the pull of the addictive top-talent drives and top-talent flow states to mitigate the fear of the unknown associated with frontiering™. There are no negative emotions in top-talent flow.
We capitalize on our innate drives to pursue certain passions, frontiers, creations, knowledge, and growth, to build our frontiering addictive drives – or, more accurately, to release drives we are born with as indicated by figure 3. Each frontiering experience will strengthen your addictive frontiering drives. The more you comply with addictive drives, the stronger they get. The more you override addictive drives, the more they atrophy.
Eventually you will have frontiering expertise and frontiering drives which are transferrable to every aspect of your life. The frontiering capabilities that have been culturally deactivated will be reactivated. Resistance to change will decline while the addiction to change increases. This should significantly transform the corporate change management process. Agility and adaptivity will become the norm.
As we partner with the maximizing machinery, we are exposing ourselves to its perpetual change, perpetual adaptivity, perpetual creativity, and perpetual frontiering. Adaptation and maximization are pure frontiering. There is no need for a separate change management competency if both we and our organizations are merged with nature’s change management process. We simply choose individual or organizational change goals consistent with the directions that maximization is pressuring and merge with its machinery.
Partnering with the maximizing flow is accomplished, to a great extent, by watching for the patterns of signposts and indicators of its direction. Since the flow is always in a perpetual state of flux, change will become a way of life. However, it will feel as if it is business as usual moment by moment. It will feel safe because one is just following the same signposts. Partnering will provide a dynamic stability no matter how fast the change is occurring.
The fear of the unknown and the resistance to change would return only if a company insisted on a change management program which is in conflict with the maximizing flow. If the company and employees are in sync with the maximizing flow, then there is a powerful engine in place to be harnessed to fuel change projects. The unification and synchronization needed for change management are built into this partnering. Change would be routine. It would become a way of life. This is a significant departure from current best practices.
Quantum leaps for faster, bigger change with reduced risk
Part of the power for organization change management will come from copying, complying with, and capitalizing on the quantum-leap bias of the maximizing flow. A high percentage of organizational change projects derail when they attempt to achieve change through a long linear transition. Invariably organizational systems become unstable. Evolution has solved this. It promotes a nonlinear process of quantum leaps which move systems from one stable state to a new stable state without the risky transitional states.
Because quantum leaps use an emergent process, what happens between the current state and the new state is not known. Quantum leaps are nonlinear because the post-leap state cannot always be predicted from the pre-leap state. The post-leap outcome is not usually a linear extension from the start state. The emergent process mixes, matches, and combines pre-existing pre-leap systems to create new unprecedented post-leap systems. In many cases, the unexpected events and products emerge almost by magic or miracle by this creative process.
A metaphor for the quantum leap process would be to install new stable software on a computer to replace existing stable software. It is transparent to us how the new software makes all of the necessary connections to other software within the computer. If we did not know better we would think it is magic.
The same re-connections and integrations are happening behind the scenes of coincidences and other leaps such as flashes of genius, breakthroughs, sudden knowledge, sudden creativity, and other such epiphanies. The process is a duplication of the underlying creative process of evolution, maximization, and frontiering: the blending of existing information systems to make new information systems. That is why I call this breakthrough synthesis.
A metaphor corporately would be the cutover to a new computer application over a weekend. On Friday you have one application and on Monday you have only the replacement application. To many, there is no more fearful prospect than that Monday experience and the weeks of dread prior to its arrival. This resistance to change is one of the greatest challenges faced by today’s change managers. If all employees become quantum leap experts by partnering with nature’s quantum leap process, the challenges of change management would diminish dramatically. Everyone would jump from one stable state to the next without the scary interim steps.
Change accelerated by clusters of coincidences
Best practices for change management will not only be transformed by the self-initiated quantum leaps of the previous section but also by the maximization-initiated quantum leaps that are inherent in any partnership with the maximizing machinery. They include clusters of coincidences and leaps to flow states, sudden knowledge, and spontaneous creativity. They serve to catapult the company ahead nonlinearly to its goals, to better versions of its goals, to goals that cannot be achieved linearly, or to alternative goals which will better serve the company system.
NEW PROJECT MANAGEMENT BEST PRACTICES
Project management has developed over the years as a major new form of management in organizations facing rapidly changing business environments. The Project Management Institute (2000) defines it as “the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements.” Project management is intended to provide focus for using resources to achieve a specific objective. The fundamental objective is to “get the job done” to client satisfaction within time, cost, and performance constraints.
Today’s project management best practices will appear primitive by comparison to what is possible by merging with the maximizing machinery. Project plans promote a linear process with pre-set steps rather than the opportunism, creativity, adaptivity, and nonlinear quantum leaps of the maximizing flow. Project plans and processes are limited to human knowledge, intelligence, power and capabilities rather than those of maximization. They are man-run rather than nature-run. They are limited to the capabilities of the human mind.
Projects run with the today’s methodology do not garner functionality, resources, or advantage from either the maximizing machinery or from the co-maximizing systems it orchestrates. They do not benefit from opportunistic synergies. Nor are they pulled with the trends of synchronization with the majority of other human systems.
Without this multi-system maximizing process, projects will not be catapulted ahead by the leaps and facilitating events that are its byproducts. There will be no clusters of coincidences, sudden knowledge, sudden creative inspiration, Aha! experiences or models of solutions. In fact, the inability to penetrate unknown territory or to deal with known and unknown unknowns is a weakness of today’s project management methodologies that is solved with finesse by the maximizing machinery. Today’s projects would also not harness mechanisms that would maximize the project system for peak performance as it does for any human system.
Many unpredictable events happen during a project including opportunities to upgrade the performance of the project. Working to a project plan interferes with working opportunistically and nonlinearly. Rather than following a linear project plan, evolution uses creativity and adaptivity to capitalize on the best options and resources at each decision juncture. The new project management standards will enable each step to be based on the results of the previous step to yield significantly superior results.
Another benefit of partnering with evolution’s machinery is that it enables projects to achieve the intent of their goals in bigger and better ways than might have been anticipated. The most fundamental dynamic of maximization is breakthrough synthesis: the re-combining of existing information systems to create new information systems to solve maximization, adaptivity, or synchronization challenges. This is the essence of adaptation’s creative process. It becomes available to your project with the partnering.
Another beneficial upgrade to best practices then is that partnered project results may dramatically exceed what was originally sought. Consequently, how project goals are defined will need to change to enable the emergence process and adaptation’s creativity to step in to create the best possible outcome to meet the intent of the projects and the true needs of a maximized corporate system.
Current project selection does not factor in the maximizing flow. They not only do not benefit from it but incorrect selection could pit the project against that flow. This will build failure into the project. With the quantum leap process, projects can proceed from one stable state to the next just as evolving living systems do in nature. The need to keep transitional organizational systems stable through a linear process is avoided. Nature was smart enough to figure out that there is danger in the linear approach. Perhaps we could embrace the same learning.
Nature has developed a nonlinear process for achieving breakthroughs for a reason. Evolving the human eye through linear transitional states, for example, is not possible. Similarly, some projects should not be undertaken because there is no way to achieve their goals through the linear process built into today’s project methodologies. The proposed new project best practices corrects for this.
The new standards for selecting projects will be based on what has historically been successful in all project-related human systems. The Sourcing-Your-Savantexercises will identify where the maximizing machinery will or will not support the progress of the project and its implementers. Better project selection will ensure better project results. Honoring project system integrity and that of the participating human systems will accelerate progress.
Project teams currently need to be controlled, disciplined, and motivated to project plans. New best practices will capitalize on the addictive drives innate to the individual to pull them to perform. They will capitalize on what the maximizing flow identifies as the strongest talents of the individual. Top-talentflow states will be promoted. This will promote peak performance and peak addictive pull for project participants. Project teams using the new methodology will outperform what they could do using the old methodology. Less management and less discipline will be required. More passion and more emotional highs will exchange push for pull.
With everyone synched to the maximizing machinery, distributed leadership, creativity, and frontiering become possible. Hierarchy in the teams becomes redundant. The superior functionality of maximizing mechanisms will be available to everyone. The merger will add new meta-skills, dynamics, reflexes, and modes of operating. The inherent ability nature’s adaptation machinery to improve functionality will ensure more capabilities for project success.
By partnering at least one frontiering expert with the field experts in each project team, projects will have the expertise for penetrating unknown territory or capitalizing on opportunities that emerge during project implementation. It will become part of project management best practices to include one or more frontiering™ experts within each project team. Frontiering™ experts will become a critical team resource for all breakthrough projects or new ventures to supplement experts from the project’s field of endeavor. It is easy to envisage a Frontiering™ Office existing as a subset of the Project Management Office (PMO).
LEADERSHIP AND LEADERSHIP DEVELOPMENT
Leadership and leadership development will transform significantly and in unexpected ways with the shift to partnering with the maximizing flow. All of the functions performed by a leader are integrated into the multi-system maximization process. Natural leaders copy, comply with, and capitalize on this process. They operate as an extension of it.
The maximizing flow includes ongoing opportunistic synergizing and mass synchronization of co-maximizing systems. This suggests that if individuals pursue a partnership with the maximizing flow, they may end up with the functionality of leaders as a byproduct, even if that is not their intention.
Frontiering™ is the fundamental dynamic of the maximizing machinery. Frontiering™ is also the fundamental dynamic of leadership in the new partnered way of operating. The person with the expertise for penetrating new unknown territory will always be the leader. In fact, as the ability to frontier becomes more wide-spread, frontiering™ will become the defining requirement for leadership. Again, it would seem that leader drives, reflexes, meta-competencies and capabilities may emerge inadvertently from the proposed partnering process.
Could it be that the global leadership shortage will diminish by partnering with the maximizing flow? As one pursues personal gain in a biologically maximized career, will leadership be created and developed as a byproduct? There is only one human development continuum for all human systems when they reintegrate into the maximizing machinery that evolved them. Therefore the answer is ‘yes’. Multi-system maximizing, multi-system achieving, mass synchronization and synergies, and frontiering – all driven by their associated addictive drives – can indeed both create a leader and make a leader effective.
With all employees synched with the maximizing flow, organization-wide distributed leadership and frontiering™ will replace hierarchical leadership. Leadership will become the capability and responsibility of every individual within the organization. Once they know how to maximize their own system by partnering with the maximizing machinery, they will know how to maximize any human system, whether it is the company, a subordinate, a customer, a supplier, a market, an industry, or a project.
The definition and development of leaders will change with re-integration into a maximizing flow which is adapting, advancing, and frontiering™ continuously. Frontiering™ skill will replace the need for leadership. Managers manage what exists. Leaders bring the new into existence. The resulting leadership development continuum will progress from a manager running an existing organization, to a transitional change leader adding linear advancement to the organization, to a transformational change leader adding nonlinear change to an organization, to those leaders or individuals who have mastered the unknown – a creational leader and a frontiering leader. These individuals (a) bring the new and unknown into existence or (b) penetrate new or unknown territory respectively (See figure 4).
This is the same skill development continuum that emerges as individuals become frontiering™ experts. The person who knows how to penetrate the unknown will always be the leader. As indicated by figure 4, there is another dimension to this progression. Systems maintenance, for which no change is made, gives way to increasing systems advancement in which linear and nonlinear changes are made. This then progresses to systems creation which includes the underlying creating dynamic of maximization and indeed the universe, breakthrough synthesis: the creating of new systems by re-combining existing systems or parts thereof.
Everyone who partners with the maximizing machinery will, in effect, become a multi-system achiever in the same way that every leader is. They will achieve bigger goals faster through capitalizing on other systems in the same that every leader does and the maximizing machinery does.
The biological machinery maximizes human systems. Corporate leaders must maximize human systems. When the two join forces, every best practice for corporate success is revolutionized. Few companies have foreseen the magnitude of this pending transformation to management science. The corporate landscape will be littered with those who fail to make the leap before their competition.
Releasing your inner savant requires operating at your maximum. Mechanisms and processes have evolved inside of us and outside which are committed to maximizing living systems for survival.
When one complies with this internal-external ‘machinery’ to allow oneself to be maximized, magic happens. The internal links with the external. Circuits inside and out complete. Processes partner. Mechanisms mesh. Systems synergize and synchronize. Synchronicities surge. Coincidences cluster to catapult you to your goals. Results far exceed the linear projection from one’s start point. The whole becomes greater than the sum of the parts.
Your internal potential is extended by the external capabilities of both the maximizing machinery and the other systems that it orchestrates. You are able to operate beyond your innate potential. You have sourced your savant (see The NewCareer Maximums Part One). The exercises in this article are designed to identify your personal formula for operating in your savant state. We need only examine your past savant moments to generate more of them in your future.
Careers have been made through a few flashes of genius. Worlds have been changed. Discover your potential planetary footprint before you dilute it for other life and career priorities.
A BIOLOGICALLY MAXIMIZED CAREER
1.If we removed all restrictions and provided you with every freedom and resource, what could the ‘maximizedyou’ accomplish? 2. What is the work for which you are “biologically predisposed to excel” and “biologically predisposed to crave”? 3. What would your career become if you applied your strongest most rewarding talents on their most meaningful, impactful, and valued application over a lifetime? 4. What would your career become if those talents were to continuously upgrade over your lifetime at your maximum possible growth rate? 5. What could you accomplish if you only focused on the application and growth of your strongest talents over a lifetime?
InThe Secret Career Strategy of the World’s Most Successful Executives, we learned about the biologically maximized career from the seven iconic founders of Amazon, Microsoft, Google Facebook, and Apple: Jeff Bezos, Bill Gates, Larry Page and Sergey Brin, Mark Zuckerberg, and the two Steves, Jobs and Wozniak, respectively.
InThe New Career Maximums Parts One and Two, we discovered that the careers of these seven super-achievers were peppered with world-changing breakthroughs reflective of savant states. We learned how the compliance of these seven icons to biological maximizing processes led them to lead addictive careers of serial breakthroughs, serial frontiering™ or scaling of new frontiers, serial growth, serial creations, serial emotional highs, and serial flow states caused by operating at their biological maximum applying their strongest, most rewarding talents to their most meaningful creations.
Their sudden-knowledge leaps included flashes of genius, “Aha!” and “Eureka!” events, sudden insights, sudden knowledge, sudden creativity, creative inspirations, intuitive leaps, epiphanies, and enlightenment. Even a few of these have made careers life-changing and world-changing. What could your career become with serial breakthroughs? We learned how and why even those of ordinary intelligence may cultivate this savantism. Use the unprecedented exercises below to source your inner savant for exceptional work and an exceptional career.
DISCOVER YOUR SAVANT FORMULA
Your maximum state is a constant. Nature’s processes and mechanisms for maximizing living systems for survival is also a constant. Therefore the maximizing machinery will be very consistent as to how it pressures your system to operate at its maximum. Accordingly, it will be predictably consistent as to which projects and work and career goals it will facilitate or thwart. This predictability is harnessable for greater career success and greater lifetime achievement. It gives you the means to garner the support of the maximizing process and the systems under its purview to achieve beyond your potential.
If we know how maximizing forces have pressured your system in the past, we will know how they will pressure your system going forward. You can capitalize on this consistency and predictability. You can predict the future from your past. Imagine knowing in advance that a project will succeed or fail. Predictability enables project and goal selections which will have a greater chance of success. As a corollary, it also means you will not be damaged by choosing projects that will be opposed by the maximizing flow. Let’s begin now to examine historically the circumstances around your past peak performances and breakthroughs. We may then develop a savant formula to repeat, accelerate, and amplify exceptional performance in the future.
EXAMINE 12 CATEGORIES OF YOUR PAST MAXIMUMS
Let’s get down to determining your formula for your biologically maximized career. This exercise is far more powerful than any existing testing for talents or aptitudes. This is because it is about identifying what nature considers your biological maximum. We would therefore expect indicators of support by the maximizing machinery to emerge when you are applying your strongest most gratifying talents to their most meaningful, impactful, and valued application. Your maximum. You would especially achieve your maximum if you were operating at in a peak performance flow state that has emerged while you are using and improving those top talents.
In this exercise you will analyze one or more of these twelve categories of events from your recent past, or, if necessary, all the way back to your childhood. This is possible because the formula of each of the twelve categories and all of the twelve will be consistent over your lifetime. The maximizing machinery is consistent in how it supports and opposes your system because your system has a single maximum and that is its goal state. You will uncover several consistent patterns of events from your past. You are about to discover a level of order in your life that you may not have noticed yet.
WHAT TO LOOK FOR
Indicators of operating at your maximum
The maximizing machinery’s sole goal is to maximize you. Anything that will help to accomplish that goal will be supported. Anything contrary to that goal will be opposed or thwarted in an attempt to pressure you into a better direction for survival. You can only merge with the maximizing machinery when you are moving in the direction of your maximum. That is when the magic happens. Circuits otherwise inaccessible will complete. In The New Career Maximums Part Two, we learned that there are always clusters of coincidences and other information leaps all along the integrated flow of living systems maximizing and re-maximizing to changing contexts.
Your formula or strategy for the future Therefore, we only need to identify those events from your past where there was breakthrough synthesis inside or outside of you. These events will tell us when you were maximized and integrated into the maximizing flow. When we analyze these events for themes, we will know when the maximizing flow was supporting you and thus when it will support you in the future. We will then be able to develop a formula for you to attain your biologically maximized career. We will have a formula for sourcing your inner savant and getting paid for it.
Serial top-talent flow states Any events in which you went into flow state around the use or improvement of strongest, most rewarding talents – your maximum performance – would be examples of you operating at your biological maximum. They would provide the best indicators of what your formula should be going forward. There will be lots of indicators of being supported by the machinery in this state. Examine those events as a model of what to look for. These top-talent flow states will define your biological maximum.
You advance reality: world-changing creativity, creation, upgrades, and innovations The events you will be studying in your past must all impact, advance, or change reality in some way. You will find that the maximizing indicators will confirm support for ‘work’ events associated with creativity, innovation, or creation. We are obviously meant to be creative beings participating in the perpetual creative flow of the maximizing machinery that drives nature.
Savant-like Information leaps inside or outside of you: ♦ serial coincidences and other facilitators that speed/enhance progress ♦ serial breakthroughs: . “Aha!” and “Eureka!” events, flashes of genius, epiphanies
. sudden knowledge, sudden insight, intuitive leaps, enlightenment
. sudden creativity, sudden creation, creative inspirations ♦ leaps to emotional highs
Your top-talent flow states or maximized state will be filled with breakthrough leaps such as the above. These leaps belie the creative process that is solving maximizing challenges. This creative process is one of re-combining existing information systems to create new information systems.
This breakthrough synthesis is the essence of nature’s creativity. It is how living systems adapt to their environment. It is how they re-maximize once a context has changed. These leaps or breakthrough syntheses or maximizing flow that facilitate survival are what you will be looking for in one or more of the twelve categories of pat evens you are about to analyze. You will be looking for the times that you collided with the breakthrough synthesis of the maximizing machinery for living systems. The machinery or maximizing flow is what orchestrates you to the right information at the right time for the breakthrough or leap.
Savant-like Performance leaps and achieving beyond your norm Events in which we shift into our top-talent flow states are also leaps. They are leaps to peak performance and peak growth. They are leaps to altered consciousness. They are leaps to maximization. They are leaps to unification in which theoretically 100% of your body’s resources are trained on the activity at hand – an activity that is adaptive for your system.
Serial frontiering™ into unknown territory Obviously, if you attached to nature’s breakthrough synthesis, you are going to be continually penetrating new territory. You will therefore want to look at the kinds of territories that you felt comfortable penetrating the unknown in your past. That is your internal system telling you what is natural to you as part of your biological maximum. This is especially true if you are normally fearful of moving into unknown territory.
Serendipitous projects accelerated by maximizing magic You will be looking for past projects or work that seems to complete as if by magic. These will be events in which the road seems to rise up to meet you. You will be looking for the themes, the commonalities, and the formulas for these events so you can choose your projects and goals to capitalize on them. Again, you want to determine what kind of activities, projects, and goals are supported. You will be looking for the very events that you want to increase in your future.
THE 12 EVENT THEMES FOR SOURCING YOUR SAVANT
You are now ready to choose one or more of the below categories to analyze for your best formula for a biologically maximized career which benefits from your savant capabilities. Twelve categories of events are provided below to give you a way to examine times in your past when you successfully partnered with the maximizing flow. All twelve categories are interchangeable. All twelve patterns of events will point you in the same direction. Therefore, go with the flow. Choose the one(s) which feel easiest for you or provide you with the most information.
Investigate twelve interchangeable historical patterns of events or themes for when maximizing mechanisms facilitated or opposed your ‘work’-related achievements:
1 Unpaid Work Theme: 2013 text events of work you crave so much that you would do it for free 2 Two Knowledge Themes: 2013 text a) sudden-knowledge theme: in what domains do your leaps in sudden knowledge occur? b) knowledge-pursuit theme: the knowledge you naturally crave 4 Frontier-Pursuit Theme: 2013 text events in which you felt compelled to penetrate new unknown territories of growth, learning, creation, and achievement despite fear of the unknown. 5 Two Creativity/Creation Themes: 2013 text a) sudden-creativity theme: your pattern of leaps to sudden creativity b) creation-pursuit theme: the creations or creativity you crave or the key creative expression of your system 7 Meaning-Pursuit Theme: 2013 text the meaningful work or contributions you crave to make 8 Top-Talent Flow Theme:2013 text events where flow state emerged during the application of your strongest most preferred talents. 9 Projects Theme:2013 text . projects in which maximizing signs occurred: serial breakthroughs, serial frontiering™, serial top-talent flow events, leaps in knowledge/creativity, positive emotions, coincidences 10 Core-Expansion Theme: 2013 text expansions or intensifications of your system around its core strengths thus increasing its impact on reality 11 Resonance Theme: 2013 text frequency-sensing events which allowed you to operate in the unknown as if from total knowledge based on frequency sensing. 12 Positive Emotions: 2013 text events in which passion, excitement, and enthusiasm emerged during work that impacted reality in some way. No Themes: 2013 text . If you have lived your life directed by external elements (externally referenced) rather than complying with your natural addictive drives internally (internally referenced) you will have less consistent patterns or fewer of them to help you with these life themes exercises.
CHOOSE TO LEARN ALL TWELVE CATEGORIES There is an important reason why you will eventually want to investigate all twelve categories. This is because this will not be a one-time exercise. It will become your new routine modus operandi. You will analyze immediate events as they happen to choose the direction that will keep you hugging the flow of the maximizing process. Repeating the exercise for more current events will be the way you will read, merge into, and capitalize on the maximizing machinery going forward.
These twelve analyses will provide the information that you need for your daily decision-making, goal-setting, and goal achievement. You will know what kind of job choices and careers will not work for you. In addition, models from one category may be more useful for some goals than others. Therefore, the larger your database of historical models from all twelve categories, the more information you will have to draw on to capitalize on the maximizing machinery daily. If you feel as if an event is a maximum model from your past but you cannot figure it out, try looking at it from the perspective of some of the other categories.
Your inventory of past models from all twelve categories will give information for you to move safely and expediently into unknown territory where no other information is available. You will not have to have specific information on the new territory. You will know you are going in the right direction based on the indicators of the maximizing flow. You know you will be moving with the trends of all of the systems that the maximizing flow is synchronizing and synergizing. You will therefore be part of a dynamic stability. You will be moving with your support systems. This will make you a frontiering™ expert with maximum adaptivity and creativity. Try to learn enough from these past events in all twelve categories so that you have the information, power, and ideal direction to succeed at any frontiering™ project you might want to undertake.
Knowing all twelve categories will put you into a better position to apply your greatest talents to make your greatest impact on our world. You will have more information to amass your greatest physical, emotional, and meaning rewards and leave your greatest legacy. And, as a corollary, you will also learn where not to pursue goals. You will have a broader knowledge of what projects will not be supported. You will know what kind of job choices and careers will not work for you. You will know what will cause blocks and negative experiences in your life.
This exercise is not only important for understanding your own system but for capitalizing on any human system you lead to achieve goals. No matter which events clients tell me about I can extrapolate their personal themes backwards or forwards to know what likely occurred in their past and to know how they may more sure-footedly and more impactfully proceed into the future.
Future articles will present new ways to use the historical themes of any human system – a company, country, or humanity – to achieve goals. It will rewrite leadership, leadership development, organizational development, innovation, project management, change management, talent management, and certainly career management. Thus, to repeat, there will be advantages to learning all twelve of these categories or patterns or themes of events.
TEST YOUR SAVANT FORMULA HYPOTHESIS FOR PREDICTABILITY Once you have analyzed your past pattern of events for themes and commonalities, try to develop a prescription or formula for replicating that level of performance in the future. Then test out your hypothesis and adjust it until your results become predictably successful. Test out your formula until the expected indicators of operating at your maximum within the maximizing flow increase dramatically. Once you have confirmed the reliability of your formula in safe ways using less critical goals, then run your work and your career in compliance with it. Choose goals and projects that will be supported by the maximizing machinery. Compare your results with projects that you know have not been historically supported. How early on in an unsupported project are you able to determine it will not be successful and get out of it?
HYPER-FOCUS YOUR CAREER ON YOUR GENIUS
Some people have a sense since childhood that they are meant to be world-changing. They are meant to advance the world in a meaningful and impactful way. If you are one of these people, this exercise has now given you the means to commit to a career at your biological maximum. It has given you the means to hyper-focus your career on your genius. It has given you the means to follow in the footsteps of our seven iconic founders of Google, Amazon, Microsoft, Facebook, and Apple to create a career which keeps you operating at savant levels around your greatest strengths while continuously improving them.
It has given you your formula for leaving your largest most impactful, most meaningful contribution to the world. It has given you your formula for serial breakthroughs, serial leaps to genius, serial top-talent flow states, serial frontiering™, and serial growth in functionality and creations. You have the formula for operating beyond your potential by extending your capabilities with those of nature’s maximizing process for the survival of living systems and indeed all of these systems that it synchronizes and synergizes. So now the question to ask yourself is what will your career look like from the age of 85 in a rocking chair when you have grown and created at your maximum?
What will be your legacy? What is the creativity, or the creations, or impact on the world that your greatest talents operating at full power after years of concentrated growth could achieve? If you could leave any legacy from your personal creativity, talents, and invention, what would that look like? If you were going to advance the world with your greatest strengths, what would that look like? Now that you have defined your maximum, it is up to you how much you want to fall short of that maximum for other priorities in your life. What must you achieve to sit satisfied in your rocking chair at 85?
One’s biological wiring, one’s strongest most rewarding talents, and one’s savant domain are more obvious during the simplicity of childhood. Therefore, it would be enlightening to examine what preceded their illustrious careers. 
