March 3, 2013

Samuel: Kaboom! Greetings dears.

Greetings, Samuel.

S: Sometimes it’s fast, fun and easy; sometimes it takes awhile.

[To Colleen] Sometimes I wonder why it is people decide to stay. But I’m glad you did. Welcome home.

[. . .]

S: I know. I think for a while you spent more time with me than you did where you were supposed to be. Wherever that was.

[. . .]

S: You just move from menagerie to menagerie.

[. . .]

S: And you keep remembering because it’s all there. It just has to find its level. And it’s not quite found its level, but it will. It’ll all come back. ‘Tis great to see ya.

It’s really great to be here.

S: This is the first Sunday in March. And in March you have spring, right? At least that’s the rumor. And I have been saying for awhile now, that come spring, you’ll be pretty much over the pinnacle that this energy has been working to and things will start flowing just a little differently. And I don’t change that; I am still saying that, but it’s important that you realize that that pinnacle has been going on for a very long time and the moving away from it isn’t like it was Tuesday and then all of a sudden it’s Thursday; it’s more like it was Tuesday at 1:00, now it’s Tuesday at 1:00 and three seconds, you see? But it’s a very, very important change that is coming through nonetheless, letting up a little, if you will, on the great button-pushing that’s been going on. Now, what do I mean by button-pushing?

Finding our weaknesses and our responses to that.

S: Anywhere you’ve got a weakness, it’s been showing up. You notice that? And when you are resistant to that, or when you react to that, that’s what I would call your button; it’s button-pushing time.

All I want to do is put in a slight warning, which is, if you still have buttons they will still show up. It just won’t be [hits fist quickly—then slowly]. And I call that a nice break, don’t you?

It looked slower but harder. [laughter]

S: Only in those areas that you are resistant to, those that are deeply ingrained, you see? If you could, and I don’t want you to answer this out loud, just answer this inside yourself, if you could let go of just one thing troubling you, just one problem—the problem fairy was coming over to you and saying, “Oh, here, Lilibeth, let me touch you on your head and I will take away one of your burdens,” what one would that be? Think about that for a moment. What one would that be?

One thing, what would it be? And by way of giving you a gift, I will go ahead and tell you that that thing is probably the largest issue, the button that’s causing you the most difficulty. The burden that you want most to let go of is based in a belief or a fear that you are holding on to. And if you let yourself explore that and understand it, you’re going to give yourself a great gift. Certainly you will make these next few months much easier.

Everything right now is about bringing balance into your life. Balance. What in your life is not in balance? Physically, mentally, emotionally, spiritually. And when you think about balance, what does that mean to you? When I say you’ve got to get some balance in your life, what am I saying? What is that telling you?

That you don’t live in extremes.

S: Good, very good. That you move away from the extremes.

It’s also about not putting my life/eggs all in one basket. So, if that basket trips, my life is scattered. So, I put my eggs in different areas so that they can balance out.

S: The same way you should invest your moneys, you should invest your life.

That you’re not putting your focus all in one place either. You might be putting your activities there, but your focus not so much in one area.  Give your mind more opportunity to focus elsewhere.

S: Excellent.

That I’m giving enough attention to each aspect that they all are working.

S: Or at least functional, if not working. Yes, yes. Balance is an equilibrium between the inside mechanisms and the outside mechanisms, the inside of you and the outside of you. Too often you have one or the other, and you start falling into problems when that’s the case. “Samuel, are you saying a person can be too spiritual, do too much internal work?” If it doesn’t have feet on it, then it’s spiritual masturbation. Same way you can have mental. If you are balanced, what you are on the inside shows up on the outside with that intent, with that love, with the actions that express that inner self. When you’re out of balance, too much of the one or the other get the focus. Too many are out of balance with their “I and we” balance. Do you know what that is?

Ego.

S: Yes, absolutely. I, meaning, focus on yourself, versus we, that focus of unity and functioning as a team.

How does a team function? Well, they usually have referees. You tell them when they’re not balanced. So you must referee your own lives. How does a team function?

Well you have to have communication, from an awareness of how you affect another. Respect the contributions of each person and the vision you are working with, and support with each other towards that vision. Be accountable for your part, and responsible as well.

S: You’ve said a lot of powerful and important aspects of functioning as a team. What would you say is the number one requirement?

Common vision.

S: Right. Common vision. What’s the problem with that?

The “common” part.

S: The “common” part, yes. Lillibeth said it: interpreting that vision. You all think you have a common vision, but sometimes you find that that’s not truly the case. Now, if that team is a sports team, it’s not too hard to figure out what the common vision might be? Right? Wrong?

Not necessarily.

S: Not necessarily.

You might have someone on the team who thinks about jumping to the NBA and they are very focused on their points and not the team.

S: Yes

And that can be devastating.

S: I’m on this team to get seen so that I will go into greater places. I’m on this team to get exercise. I’m on this team to do . . .  Sometimes the only thing you have in common is the label. And it’s really worth not assuming that everybody’s on that same page. It’s worth realizing that everybody has their own reason for doing what they’re doing. One of the things Lilibeth mentioned was being able to see what each person could offer and playing those strengths. And that’s where leadership comes in. How do you know what someone else’s strengths might be?

Observation.

S: Observation. Absolutely. Observation over time is going to be much better than asking them. It might just be cultural, but very, very often in this society there is a sense of “I can’t tell you what I’m good at because that’s going to seem immodest,” whereas not being able to know what you’re good at is really kind of stupid. You all know what you’re good at, don’t you? Not necessarily. Some of you are good at things you don’t want to think you’re good at. Stirring the pot—“I don’t do that.”

Whining.

S: I’ll toss that one in because that’s a good one: whining, complaining, but doing it spiritually, of course. If you are the coach, how do you know who’s good at what? Colleen said, “You observe, you watch.” But the first thing you must do is figure out what’s needed. “I need somebody able to do this. I need somebody able to do this.” Give me positions here. I need somebody to be the

The center, the forward, the goalie.

S: All right the center, a forward, the goalie. I’ll have to stop there because it’s getting too complex already. So the center has specific things that they’re going to do, right? And in this particular project there are particular needs that need to be filled. So when thinking “center,” you’re thinking that this person needs to . . .

Be able to score.

Needs to be able to make points.

S: Different kind of score: needs to be able to make points. Thank you for that save, Suzie. It occurred to me that I’ve heard that used elsewhere. How does that one show up? Count on you to know it, thank you.

So, you have everybody just play, and you look to see who tends to show those qualities that you are looking for. And so, although observation is absolutely something that a leader needs, really what the leader needs first is to know what is needed. That sounds easy, doesn’t it?

It depends on the vision, and being able to see that vision and hold it, and convey that vision. Otherwise, it can become very muddy and even the leader can lose track of it by getting distracted by the team, or by their own changing . . .

S: Their own issues, their own way they want to play it, and the way they feel that they can show their skills the best. And if that coach does not hold that ultimate vision as to what’s supposed to be happening, who is supposed to be doing it, and how they are supposed to be able to do it, you are going to run into trouble.

Now, this is going to sound perhaps a little odd, because I talk to you so very much about unity and working together, and coming together. But this may sound odd because the team I am talking about is all in you. It’s all you. Team Colleen. Team Lillibeth. Team “Fill in your name here.” And it is made up of all the different players that make you work. It may not be a center and a forward and a goalie. It might instead be what?

An emotional self, physical self, spiritual self.

S: One large way to put it together is your physical, your emotional, your mental selves. Sure. I’m thinking more like . . .

I’m thinking more of labels of ability, like my musician, my writing self.

S: The musician, the writer,

The mother, the sister.

S: The mother, the sister, the daughter, the teacher . . . yes.

What’s another way you can look at your different selves?

Right now I am looking at myself as the human self and spirit self.

S: Nice, very nice.

You are a multitude, all on your own, and each part of you has a specific work in this world. Each part of you has a specific work in this world. A piece no one of your other selves can play as well. Did that make sense? All right.

You run into trouble when your teacher self is trying to be the musician. When your musician self is trying to be the sister. And the way that you run into trouble like that . . . well, maybe you can tell me how you run into trouble like that?

I often run into trouble when the teacher overpowers the wife, let’s say, and I think you can probably see how that gets me into trouble. Rather than responding as a loving wife, I tend to go into lecture mode.

S: Lovely. What if one of your selves is the child you were, showing up when it would be more effective if the office worker you are was available? You run into trouble when you do not have boundaries surrounding these separate players.

[Distracted by Quinn] Oh, my baby is here!

I get in trouble when I don’t recognize those different players.

S: That’s right.

When I don’t realize I have a child self that gets into inappropriate situations when I’m to be a serious adult person.

S: Exactly, exactly. What if you were a puppy and your life was only, “Oh, my gosh, I have all these friends and I love them so much, they’re such wonderful people, and they give me pets and they give me snacks, and all I want to do is see them.” and you go into a place where everybody is being quiet and serious and looking forward, and you are being expected to not put on your puppy self, but to put on your four- year-old perfectly trained dog self?

You experience conflict.

Puppy is going to win.

S: Why is the puppy going to win? Puppy’s going to win because that’s what it truly is. [Long interaction with Quinn]

It takes him a bit to learn that this is my group. You’re doing a very good job. He’s a happy, happy little dog, well not so little, very nice. The reason that the six-month-old puppy expected to be a four-year-old perfectly trained dog has trouble is that all of his experience is being a six-month-old puppy, and you act out what you have the most experience with. You do what serves you, what works for you. You do what you have the most experience doing well with. And if you are in a place in which being a six-month-old puppy is perfect, great! But if you are in a place in which something else is expected of you, what do you need to do?

Learn and grow up.

S: You need to both grow naturally, but learn. Learn how to function in that way until you have enough experience that you can change positions at will. Are there team members who can play more than one position? Is that a good thing?

Yes.

S: A very good thing.

And a good thing in a work environment.

S: A very good thing in a work environment, too.

You’re talking of the inside team sounds very much like the politically incorrect seven Chinese brothers that each had a particular role they had to do. Why aren’t we sending out multiple team members and why aren’t they working together to accomplish something? It may be that sometimes Suzanne as a mother and musician might be better? And me as a computer geek and a whatever . . .

S: Humorist.

. . . humorist, might be better? Why aren’t we sending out more than one?

S: Very much as we were talking about. Does it help if you can do more than one at the same time?

But they send out a team, and they all work together. You seem to be talking about the interactions of the one person. I’m just a little lost.

S: One at a time is what I’m saying. Just be patient a bit. But ultimately David is making a good point: you never go out as just the teacher, even when you are going out to teach, do you? So the key is, you must know all of those aspects of yourself well enough to be able to make use as they are needed. When you have been the center, and that’s not what’s wanted at that time.

Do not misunderstand, because there is always that very important aspect of working together with others, but what you are running into now is conflict within yourself, because you are getting stuck in one viewpoint—one aspect of you—and judging everything that’s coming in and everything that’s going out through that one view, as if you do not realize that there is more to you than just one version, as if you do not realize that all of you needs to be able to come into play at any time at any given moment for you to be functional. And when you spend all of your time focused on just one position, you’re not going to be useful in situations that need another position. You stop having new opportunities come your way; you stop meeting new people; you stop being able to serve in many different aspects of life because you have determined that your life is just one thing and everything revolves around that, and all that you’re good at is in that. And you stop trying a long time ago to be anything more.

When you are at a cosmic cocktail party, and somebody says, “Hello, who are you? What do you do?” what do you answer?

What do you want me to do?

S: Ooh. What you tend to pop out with is either going to be what you are most familiar with or what you think is appropriate for that audience. If it is a roomful of actors, Mary Claire might say, “I’ve done some acting. Or I am the president of the speakers  . . . whatever they are.” Or she might say, “I am head of the Temple Team and a gourmet vegan cook,” based on what she thinks is appropriate at that time. “I am Mrs. Clown.” “I am Mrs. Clown and I am Quinn’s mother.” [To Quinn] That would be you, yes.

What do you say? And how many versions do you have access to? And are they exercised? That was not exorcised. I meant are they strong and healthy and have an ability to make conversation on their own. If you go into a place and say, “Oh, I am Mrs. Clown,” and it’s a roomful of professional clowns, you might get yourself into trouble. You know those clowns.

Or killed.

S: And my point there being you can’t fake it. You might think you can, but you can’t fake it. So with all of that in mind, I ask you, what is your vision for being in this world? Why are you here? What is it you are here to score points doing? And what makes up the team that is you to fulfill that vision? And are there any of those team members that are you that are incapable, incompatible with that vision? “I am here to help this world transform into a place of peace and love. To help being about Sacred Status,” and all those other good things that you would say, “but I’ve got a couple of rogue team members.”

The benchwarmers.

Sophomores.

S: They are the benchwarmers, that aren’t in on the vision. The whiners, the egotistical, the ones out here playing some other kind of game—why do you let them have a function in your life when they’re not in line with that vision? Every part of you should have a place in that vision. And everyone should have star quality and the ability to support and help quality. Too often your dominant personality only wants to shine, be the star, give the right answer, show what it knows, but it’s just as important to be able to follow a lead, to build with the bricks.

It seems to me that all these players we have could be put to use with a little retraining, even the whiners. Instead of the whiners being able to whine in public, he could whine in private with you and you indicate, “nope, nope, nope, shouldn’t have done that, nope, nope, nope, too bad you did that,” and that can help.

S: And that’s a start, yes. Finding a way to get them all on board, is that what you’re saying? Yes? Is vital. Because when I at the beginning of the meeting asked you if you had a burden that could be lifted, what would it be? I will tell you that one of those rogue pieces of you is behind that burden. One of those not fully entrained, not fully connected, not fully in on the vision is behind that burden.

So what can you do to pull it all together and bring about balance? I’m going to say one word, and if you were at the most recent Lifescapes, you’ll know that world.

Cook.

S: Consciousness. Cook? Consciousness.

[. . .]

S: It’s a lot easier.

For me it’s not.

S: Balance comes out of conscious behavior, consciously seeking balance. If you were to do nothing more than simply staying aware—you write it on your arm so that every time you look at it you remember—that this rogue self needs to be attended to. If you did nothing else than simply that kind of conscious awareness, you would still find positive, powerful change coming about to bring balance into your life. That simple, because balance is your natural state.

Functioning all of those pieces, working together for the same vision is the easiest thing for you because it’s your natural state. It’s living in this world that throws that off, in a culture that tells you you have to be this and you have to be that. And because it’s your natural state, it’s very simple—I’m not saying easy; simple—to bring it together. Just be consciously aware of what it is you’re working on and you’ll be through it before you know it.

Balance, within and without, above, below. Balance who you are with what you are, and remembering that the burdens you hold in your life, you hold them in the hands of an unbalanced piece of you. So, recognizing that piece is going to allow you to get that wholeness back. It’s simple. You can do this. I’ll give you a month. [Laughter] Aye. And then in April we can have Questions and Answers and talk about it, all right. Are the Sources going to be in town to handle that? You think? Good.

It’s an important month, time of shift, and you in response to that are shifting as well. My intention tonight when I came in was to do something very, very different which, was to spend the evening giving you a visualization, but I needed to tell you this. Balance. Consciously.

Glochanumora .