What is the difference between masculine and feminine energy? Masculine Energy Masculine energy is based in knowledge; It is application, action, logic, practicality, stability, willpower, focus, drive, clarity, and goal-oriented. If you are a natural leader, a problem solver, have big dreams, consider yourself highly motivated and driven, and enjoy stepping up in a crisis, you're probably tapping into your masculine energy in a healthy way.
Alternatively, If you’re always on the go, never allow downtime, can’t sit still, have a fully booked calendar, operate in a black and white world, and consider yourself a Type A perfectionist, you might be tapping into your masculine energy too much. If you’re struggling to stay motivated, or you’re really impulsive, chaotic, or feeling lost, you might need to tap into your masculine energy more.
Feminine Energy is based on knowing; It is intuition, creativity, passion, nurturing, authentic, connection, open, flowing, dynamic, and perceptive. If you consider yourself an empath, wise, pensive, or feel like an "introverted" extrovert, it's likely because you're tapping into your feminine energy in a healthy way. When you're at your most powerful, you feel safe and vulnerability and can make others feel so supported and seen by you. You light up the room.
Alternatively, if you’re struggling to find yourself, execute, get motivated, make decisions, or you become overcome with the emotions of others, you might need be tapping into your feminine energy too much. If you’re feeling blocked, hyper critical, resistant, unfulfilled, or feel disconnected from yourself and those around you, you might need to tune into your feminine energy more.
Examples of Each
If you are feminine energy-dominant, you are the person other people will go to in order to get an honest opinion in a safe space. You are known for your integrity and you will advocate for the under dog. Your power is in connection and creativity. However, you might get stuck caring for everyone else while neglecting your own needs, or you might get weighed down by your anxiety.
If you are masculine energy-dominant, you are the person other people will go to when they need someone to step up and take control. You can move mountains and you love dreaming big. Others will often comment that you seem to be faster, stronger, and better at most things than other people. However, you might also struggle with micromanaging team members, do not take criticism well, get easily intimidated, and battle with perfectionism and burnout.
How Do We Balance Masculine and Feminine Energy Regularly?Having a balance of masculine and feminine energy will prevent the ugly sides of each from showing up; ensuring the best of both worlds for productivity and creation.
When we talk about balance, we're talking about the long game. If you’ve had a really creative day, it doesn’t mean you need to end with some serious critiquing. There are certain phases of our lives where we will need to lean more into one or the other energy. If you’re taking a series of tests over the course of a difficult semester, it’s okay to lean more into your masculine to help get things done for awhile. If you’re trying to make a major life decision or change, it’s okay to lean more into the feminine for awhile.
As individuals who want to manifest the things we want, we have to embrace the yin and the yang. To be in balance means not just having an idea, but taking action. Not just having knowledge, but knowing. Not just having passion, but also logic. Falling into any one extreme will create an imbalance that can throw you off of your course, just like many of the other laws we talked about already.
Our goal is to achieve balance over the course of our lives, understanding that we will go through phases and experiences where we eb and flow between the two. And, if you're feeling "off" you may ask if you're out of balance energetically.
If you’ve operated in the masculine energy for a long time, feminine energy can feel like a rest, even if it’s awkward at first. If you’ve operated in feminine energy for a long time, masculine energy can feel like too much going on, and it will be really challenging to embrace at first. It’s always uncomfortable shifting into the energy that we’re not used to, so try it out little by little and see how it feels.
In order to function at our peak as individuals and as a society, this law encourages us to utilize both our feminine and our masculine energies because that is when we are our most powerful.
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One of the main responsibilities of a CEO is to make good decisions. This is easier said than done of course. One key consideration is which decisions should the CEO be responsible for in the organization?
COMMAND AND CONTROL OUTMODEDDecisions are the fuel on which every organization runs. The quality and speed with which decisions are made determine the productivity of the organization. Decisions are made at every level of the organization, even if the decision made is simply to pass the question up the chain. If you read current management best practices, there is a clear trend away from the command and control models of the past – where the CEO was asked to make most of the decisions – to new models that empower employees to make decisions at the lowest level possible.
I am a big supporter of making decisions at the lowest level possible. The people closest to the situation will generally have the greatest knowledge of the particular issue. However, merely changing the level at which the decision is made will not by itself lead to better decisions. In most companies, I would argue that just moving the decision-making to the lowest level, least experienced employees would lead to worse decisions than a command and control structure.
This is why many companies still operate in the command and control model. Their experience in trying to move decision-making down the organization failed miserably. The reason for this failure was that the employees did not have the proper structure and context within which to make the decision, so they defaulted to a model of whatever was best for them at a local level.
FACILITATING GOOD DECISION-MAKING AT THE LOWEST LEVEL POSSIBLEThe challenge for the CEO is to find a way to balance the greater knowledge of the particular situation that a lower level employee may have with the bigger picture strategy that the CEO is trying to implement. Is it easier to transfer the strategy down to the lower-level employee or to transfer all the domain-specific information of each employee to the CEO?
Once a company reaches any significant size, it is almost always easier to transfer the strategy down rather than send the detailed knowledge up. Therefore, the goal is to create an organization where each employee makes the same decision the CEO would make if the CEO had the employee’s knowledge of the particular situation.
This is why it is so important for the CEO to own the vision. Making sure that every employee understands the mission, vision and values of the organization facilitates good decision-making at the lowest possible level. For it to be effective, there must be a continuous process of learning as new employees are brought into the company. Managers must constantly work with their employees to make sure the overall strategy is driven down to every corner of the organization. It will often be obvious if this is not occurring by the poor quality of the decisions coming out of a particular group.
DECISIONS ONLY THE CEO SHOULD MAKEDoes this mean that if you drive the strategy down throughout your organization that the CEO will have no decisions to make? Not hardly. There are many decisions that should only be made by the CEO. For instance, the CEO should make the decision when there are implications across multiple functional areas. The vice president of sales should not be able to make a decision that commits the vice president of manufacturing to do something he or she hasn’t agreed to do. I always encouraged my direct reports to quickly escalate any issues they had with other departments, as the CEO is the only one who can allocate resources across the company.
Additionally, the CEO should be involved in key personnel decisions. It is critical that the CEO have a good working knowledge of the people in the top three levels of the organization. Obviously, any decision that commits the company to actions such as mergers and acquisitions as well as strategic partnerships must be taken to the CEO.
It is also critical for the CEO to take responsibility for all decisions regarding corporate policy. I have seen too many CEOs who leave this responsibility to their HR and legal teams, creating a morale issue among their workforce.
Having enough decisions to make is not a problem many CEOs have to deal with in this day and age. Training your people to make the decisions they should while quickly escalating the rest to you is the challenge that CEOs face on a daily basis.
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I have always been a high achiever!
I remember being very intentional as a college student planning the strategy around how I was going to finish earlier to get my business management and finance degree.
I was always a planner so I remember mapping out what classes I needed and went to school through the winter and summer semesters to speed up my graduation.
So as a result I received my bachelors in 3 years instead of 4.
Then the same pattern repeated while I was climbing the corporate ladder while also raising my little family.
I would map out what I needed to do in order to get to the next level and do both at the same time.
So, its not by chance that when I learned about the industry of coaching known to condense decades into years, I was sold.
To me this is what I have been doing organically all my life without knowing what I was consciously doing.
I love this industry so much that I have become obsessed to learn and implement ways and processes in order to give our students/clients even better results that would have took them years to achieve on their own otherwise.
So condence decades of business results into a year.
Ask about our Business Accelerator Programs and see which one is a good fit for you.
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A simple way to think about culture is this: would an A-Player want to work for you? These are the top 12 characteristics of a healthy culture
Why is an organization of 100 people so different than an organization of 20 people? It relates to basic human nature. Human relationships are mostly formed through one-on-one encounters. At 20 people, not only is it possible for the CEO to have a personal relationship with every employee. It is also possible for every employee to have a relationship with each other. With 20 people there are only 190 total relationships possible in the whole organization.
It is relatively easy to keep 20 people aligned when they all have some knowledge of what everyone does, and they are in regular contact with most parts of the organization. However, when the organization grows to 100 people the situation is radically different. You might think that going from 20 to 100 is five times more complicated, but with 100 people there are 4,950 total relationships possible in the organization. This is over 25 times as many relationships required for everyone to know what everyone else is doing. That is just not going to happen and therefore requires a fundamentally different method of coordination as the organization grows to 200 or 2,000 employees.
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Building a foundational legacy business is essential if we want to make a meaningful impact on the world. It is our responsibility to take the knowledge, skills, and experiences we possess and share them with others. By doing so, we not only contribute to society but also create a lasting legacy for our families and future generations.
Allow me to introduce myself. I am the founder and CEO of The Life School. My journey into entrepreneurship began when I felt unfulfilled after working as a Fortune 500 executive in the retail industry for many years. Since then, I have become a seven-figure business owner, continuously striving to elevate my impact and income. I am also a best-selling author, a passionate speaker, and the organizer of summits that have brought together over 30,000 entrepreneurs.
I have been fortunate to be featured in various media outlets such as Disrupt, Business Insider, CEO Weekly, and New York Weekly. Seeking out these platforms has been instrumental in reaching the right audience and establishing credibility and authority. I will be sharing some valuable insights on utilizing media for branding and business growth during this article.
At the core of my approach is a strong focus on service. I firmly believe that by serving others, we can achieve our goals and aspirations. Service is the key to unlocking success in all areas of life.
Now, if any of you are currently facing challenges such as a lack of clients, inconsistent cash flow, or limited time to focus on your business, you're in the right place. This masterclass is designed to address these pain points and provide you with effective strategies. On the other side of these challenges lie the results you desire, such as consistent clients, steady cash flow, and a supportive business model. Throughout this session, we'll explore various business models and how they can align with your goals.
Remember, there's no need to be attached to a specific business model. Whether you prefer one-on-one interactions, group settings, memberships, masterminds, or a hybrid approach, what matters is finding the structure that works best for you and your business.
We often hear about the importance of achieving time freedom and the challenges of getting caught up in the day-to-day operations of our businesses. Trust me, I can relate to the never-ending list of tasks and the constant desire to explore new opportunities.
You see, many of us have found ourselves in that very same predicament. We get so absorbed in the hustle that we forget to take a step back and assess our progress. That's why I believe it's crucial to prioritize two key elements: generating profitable income and reinvesting it wisely. As entrepreneurs, we must recognize that the cash flow we generate provides us with the means to reinvest back into our businesses. Whether it's investing in our personal growth as CEOs or exploring new tools and technologies, these investments nourish our businesses and allow them to flourish.
Now, let's dive into the heart of the matter. The first topic I'd like to address is inner alignment and mindset. Just as in our personal lives, our businesses thrive when they align with our values, vision, and mission. At every phase and stage of our business journey, it's immensely helpful to clarify our personal values and our long-term goals for our companies. As service providers, our personal values often intertwine with our business values. However, as our businesses grow, they develop their own unique identity, complete with culture and a team. It's essential to recognize this evolution and regularly reevaluate our alignment with our business.
As we shift our focus to long-term visionary thinking, we must always keep in mind the impact of our decisions. It's easy to succumb to short-term pleasures and lose sight of our long-term vision and mission. However, by maintaining a clear outlook on both our personal and business aspirations, we can make more effective choices. Every action we take today plants seeds for what we will harvest five years down the line. As visionaries and CEOs, we continuously work ahead, manifesting the future we desire. I personally find great fulfillment in realizing that what I have now is a result of the seeds I sowed five years ago. It's a testament to the power of deliberate actions and calculated decisions, even with the occasional misstep. Remember, it's through trial and error that we learn and grow.
Now, let's talk about aligning our business model with the current stage of our business. I've noticed that many entrepreneurs, including myself, often grapple with determining the right business model that supports their growth and aspirations. For those of you just starting out and building the foundational pieces, it's crucial to consider a one-to-one model. It may not be the glamorous option that everyone desires, but it lays a solid groundwork for your future endeavors. However, transitioning to a one-to-many model requires careful consideration. It demands the presence of supporting systems, a solid marketing strategy, strong relationships, influential partnerships, and established brand authority. As I always say, I built my business one person at a time, and I understand the challenges that arise when choosing the right business model. It's vital to be wise and discerning at each phase of your journey, ensuring that your business model aligns with your goals and supports your growth.
So, my friends, I hope you now have a clearer understanding of the essential components that contribute to a thriving legacy business. By cultivating inner alignment, embracing a long-term visionary mindset, and aligning our business models with our goals, we can pave the way for a successful and fulfilling entrepreneurial journey.
Now, let's explore what might be missing in your current approach, allowing you to identify the perfect offer that will support your continued growth and success.
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The name of my company “The Life School” came to me in one of my visions.
While connecting the dots backwards through my personal life experience, I had the AHA moment that life is a school in itself.
It teaches us so many lessons through our life experiences and it knocks us down at times so that we can learn and grow each day.
The individual is just like the trunk of the tree. When they work on self mastery they can influence all the leaves of the tree around them and also go through all the changing seasons with grace.
The courage to be your authentic self is what ensures that the right opportunities align along your unique path of the discovery of your purpose and gifts.
I have also found that this has so much resonance for me compared to entrepreneurship.
Entrepreneurship is just like life itself. It is a journey towards growth and evolvement towards a bigger vision/mission.
As human beings, we get to contribute to another’s persons journey by sharing the lessons from our school of life while supporting them go through theirs.
My vision of expansion continues as we bring in this “new school of life” principles and values to all entrepreneurs and beyond, while supporting everyone with the most important areas of their lives and the trunk of their tree.
HEALTH, RELATIONSHIPS, WEALTH, ENTREPRENEURSHIP, INTRAPRENEURSHIP.
What is the most important lesson that your school of life has taught you?