The Workplace Shaman

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Introducing the Four Agreements in the Workplace

One of the first books about shamanism that I read was “The Four Agreements” by Don Miguel Ruiz.  This book challenged me in so many ways.  So much so that I found myself enraged at times.  It was holding me to a higher standard, and forcing me to take responsibility for what had happened in my life. As I read it, I knew that I needed to stick with it, and that my life would change as a result of incorporating the practices in every area of my life. 

For the first several years after reading the book and applying the agreements my personal life changed. I am certain that when you set out to transform your life, every aspect of your life changes, including how you interact in the workplace. At least this is what I found happened for me, but it took a lot of patience and practice.  

The Four Agreements are based on the Toltec tradition.  Here is a bit about who the Toltecs were. The Toltecs were an ancient Native American (Aztec and Mayan) society that existed around 900 to 1200 AD.  They are believed to be great warriors, healers, accomplished artists and sculptors (shaman). It is also believed that they built the pyramids in Teotihuacan, Mexico.  The structures are mysterious and very advanced for the era that they were built.   It is believed that they went into hiding continuing to teach apprentices so that the teachings could resurface when the time was right.  Many believe that the end of the Mayan calendar (which was in 2012) would be the time for the teachings to resurface.

The Four Agreements are:

  1. Be impeccable with your word.
  2. Don’t take anything personally.
  3. Don’t make assumptions.
  4. Always do your best.

As I made the commitment to myself, I began practicing and noticing what would come up for me.  I would evaluate my emotions and thoughts by asking myself where I might not be applying the agreements.  As a result, I began to notice there was less conflict in my life, I grew curious to have a deeper understanding of myself and those around me.

I am certain that when you set out to transform your life, every aspect of your life changes, including how you interact in the workplace.

As a leader, I always found it beneficial for my teams to work through books together.  One year I selected The Four Agreements, and this book rocked the team at their core.  The concepts changed the lives of individuals on the team and how they began to interact with each other. The vulnerability between team members caused the bonds to grow stronger, and the team excelled knowing they were always there to support and trust each other.  From that point I made an agreement with myself that I would go through the book with anyone who reported to me, and I did.  

I found that going through the agreements with all of my direct reports allowed us to be vulnerable and have deep conversations almost from the get-go.  As we got to know each other we developed deeper levels of understanding and began to see how the Four Agreements played out in our day to day functioning.  

Over the next few weeks, I will share each of the agreements and how they played out in the workplace.

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Connection in the Workplace

The workplace is a place where everyone wants to thrive and know they are making a difference. I believe that people innately want to contribute and do their best. As leaders it behooves us to know what makes individuals tick to better help them thrive. It’s a win-win! One way this can manifest is through connection.

Connection is important in the workplace; without it people can feel like they just exist in a cold and sterile environment. Lack of connection leads people to feel unappreciated and even robotic.

Not having connectivity in the workplace can even threaten one’s sense of safety, a basic need as defined in Maslow’s Hierarchy of Needs.

Things to consider about connection:

  • It must feel genuine and sincere – there is no faking this. When it comes from a fake or forced place it comes through loud and clear. Any foundation for trust (if one even exists) becomes a slippery slope.
  • Comfort levels of connection vary by individual. It is a leader’s responsibility to determine each individual’s level of comfort and abide by it.
  • To create connection within teams, leaders ensure each individual feels recognized as a valuable contributing member. You may need to respond directly and honestly to address when they are not contributing. Difficulties arise if someone does not see their own contributions as valuable.

Why is connection important?

Connection is what makes people feel a part of something greater than themselves. Connection gives people a sense of belonging. People feel a sense of being needed, respected, appreciated and belonging. People want to know they are contributing and making a difference! Connection with their leader and teammates can help them feel that they are.

Going back to Maslow’s Hierarchy of Needs, this pyramid describes how people become self-actualized. How they learn to live life to their highest potential. Love/belonging and esteem are psychological needs for human beings. Connection is at the core of these two categories. Connection helps build an individual to the highest level, which is self-actualization. In other words, environments with connectedness help people realize their fullest potential. This is a win-win for both individuals and organizations.