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“The moment when you really experience that you have created yourself being whatever way you are, at that same moment you will never have to be that way again.”
Werner Erhard in discussion with Professor Jonathan D. Moreno, April 2016 at the University of Pennsylvania.
“When my integrity is lacking, I am clear that I just got to be a bit smaller as a person. That keeps me working on my integrity. And the thing about integrity is it’s a mountain with no top.”
Werner Erhard in The New York Times, November 29, 2015
Erhard, W., Jensen, M., and Zaffron, S. (2015). Introductory Reading for Being a Leader and the Effective Exercise of Leadership: An Ontological/Phenomenological Model. Harvard Business School Negotiation, Organizations, and Market Research Papers
“Harvard economist Michael Jensen, who is famous in financial circles for championing the concepts of shareholder value and executive stock options, “I became convinced we should work to get this kind of transformational material into the academies,” he said, adding that he considers Mr. Erhard “one of the great intellectuals of the century.”
Peter Haldeman – New York Times, November 29, 2015
“Werner Erhard paced the aisle between rows of desks in a Toronto conference room. “If you’re going to be a leader, you’re going to have to have a very loose relationship with this thing you call ‘I’ or ‘me,’” he shouted. “Maybe that whole thing in me around which the universe revolves isn’t so central! Maybe life is not about the self but about self-transcendence! You got a problem with that?”
No one in the room had a problem with that. The desks were occupied by 27 name-tagged academics from around the world. And in the course of the day, a number of them would take the mike to pose what their instructor referred to as “yeah buts, how ‘bouts or what ifs” in response to his pronouncements – but no one had a problem with them.
Peter Haldeman – New York Times, November 29, 2015
“If you’re going to be a leader, you’re going to have to have a very loose relationship with this thing you call ‘I’ or ‘me’. Maybe that whole thing in me around which the universe revolves isn’t so central! Maybe life is not about the self but about self-transcendence.”
-Werner Erhard, The New York Times, November 28, 2015
“Without being a man or woman of integrity you can forget about being a leader. And, being a person of integrity is a never‑ending endeavor. Being a person of integrity is a mountain with no top – you have to learn to love the climb.”.
“The way it is,
Who you are is enough.
The only thing you have to do
“In manifesting your aliveness, you will want to follow a principle which was beautifully stated by Albert Schweitzer when he said, ‘I don’t know what your destiny will be, but one thing I know: The only ones among you who will be truly happy are those who have sought and found how to serve.’ Notice that Dr. Schweitzer says ‘sought and found how to serve.’ He did not say ‘try to serve,’ or ‘try something and drop it,’ or ‘do the best you can.’
Happiness comes from having served successfully.
One continues to expand in one’s ability to serve by meeting the challenge of actually delivering the results.
Decide on a project for which you are willing to take complete responsibility. Complete the project successfully. Relate this achievement to others as an inspiration for them. Your willingness to express yourself may be just the trigger needed by someone else to do something for themselves. From now on, don’t wait for something to happen to you. Actually take responsibility for making something happen. Keep at it until you make it a successful experience for everyone. You can make the difference.”
-Werner Erhard 1971
By Werner Erhard, March 21, 1983
“Your power is a function of velocity, that is to say, your power is a function of the rate at which you translate intention into reality. Most of us disempower ourselves by finding a way to slow, impede, or make more complex than necessary the process of translating intention into reality.
There are two factors worth examining in our impairing velocity, in our disempowering ourselves.
The first is the domain of reasonableness. When we deal with our intentions or act to realize our intentions from reasonableness, we are in the realm of slow, impede and complicate. When we are oriented around the story or the narrative, the explanations, the justifications, we are oriented around that in which there is no velocity, no power.
Results are black and white. In life, one either has results (one’s intentions realized) or one has the reason, story, explanations, and justifications. The person of power does not deal in explanations. This way of being might be termed management by results (not management for results but management by results). The person of power manages him or herself by results and creates a space or mood of results in which to interact with others.
The other factor to be addressed is time. Now never seems to be the right time to act. The right time is always in the future. Usually this appears in the guise of “after I (or we) do so and so, then it will be the right time to act”; or “after so and so occurs, then it will be the right time to act”; or “when so and so occurs, then it will be the right time to act.” The guise includes “gathering all the facts,” “getting the plan down,” “figuring out ‘X’,” “getting ready,” etc.
Since now is the only time you have in reality and now will never seem to be the right time to act, one may as well act now. Even though “it isn’t the right time,” given that the “right time” will never come, acting now is, at the least, powerful (even if you don’t get to be right). Most people wait for the decisive moment, whereas people of power are decisive in the moment.” – Werner Erhard
“I could always tell when an organization was in good shape. I could tell because the manager of the organization would always be talking about how great the people in the organization were. If the manager was talking about anything other than how great people in the organization were, I knew that the organization was in bad shape. The way to manage an organization successfully is to manage it in such a way that you can be proud of the people with whom you are working. You have to find a way to interact with the people with whom you are working in a way that makes you proud of them.”
“In life you wind up with one of two things – the results or the reason why you don’t have the results. Results don’t have to be explained. They just are.”
“We can discover another possibility: living in a way, now, moment to moment, that makes a difference to life. We discover that as human beings we can live in a possibility instead of in what we have inherited, that instead of just being a human being because we were born that way, we can declare the possibility of being for human beings. This is the work of transformation: bringing forth a breakthrough in the possibility of being human.”
“The truth is not found in a different set of circumstances. The truth is always and only found in the circumstances you’ve got.”
“Since now is the only time you have in reality and now will never seem to be the right time to act, one may as well act now. Even though “it isn’t the right time,” given that the “right time” will never come, acting now is, at the least, powerful (even if you don’t get to be right). Most people wait for the decisive moment, whereas people of power are decisive in the moment.”
“Fundamentally, the est training is an occasion in which participants have an experience, uniquely their own, in a situation which enables and encourages them to do that fully and responsibly. I am suggesting that the best way to learn about est is to look into yourself, because whatever est is about is in your self. There are some who think that I have discovered something that other people ought to know. That is not so. What I have discovered is that people know things that they do not know that they know, the knowing of which can nurture them and satisfy them and allow them to experience an expanded sense of aliveness in their lives. The training is an occasion for them to have that experience – to get in touch with what they actually already know but are not really aware of.
“The training is about the experience of love, the ability to love and the ability to experience being loved, not the concept or story of it – and it is about the experience of happiness, and the ability to be happy and share happiness, not the concept, story or symbols of it. In short, the training is about who we are, not what we do, or what we have, or what we do not do or do not have. It is about the self as the self, not merely the story or symbols of self.” – From The est Standard Training, by Werner Erhard and Victor Gioscia, 1977