The Urge for Bonding & Belonging


Bonding & Belonging is about trusting people, listening deeply to them, not simply passing on another ideology. It’s about capturing the moment so that we generate an experience of entrepreneurship and togetherness. This is simply giving people a unique occasion to find meaningful experiences of life – the way they look at entrepreneurship, people and themselves in deep experience – so they can discover who they are through the rising up of their past consciousness.

When we comprehend conflicts as a whole within an entire organisation – including inequality, ambition, greed, envy, desire, pleasure, status, self-deprecation, and prestige as well as a sense of power, authority, fear, anxiety and guilt – there are no conflicts. But because we don’t want to understand, we are constantly in contradiction, creating conflict both inwardly and outwardly. So we cling to authority and demand guides, scripts, saviours and inspiration in various forms, rendering our mind incapable of standing alone and trying to discover why that is. That is why BONDING & BELONGING becomes a new kind of self-reflection within the organisation. We reflect about how we live and work together, encouraging and inspiring each other take our life in our hands.

True leaders must have the courage to share their experiences, thereby empowering others to evolve and bond together. 



If we feel safe, secure, inspired and enthusiastic, we can make good business decisions and meaningful life experiences.
This keeps us in balance and allows us to bond and to belong with ourselves and others. This encourages us to better handle the unknown and uncertainties.



In fact, incomplete knowledge, thought and attention leads to aggressiveness, fruitless striving and detrimental judging – all of which agitate a toxic environment. At the end of the day, this is not purpose-oriented.



Mindful Leadership

With mindful leadership, we raise inner values and beliefs involved in everyday life. These values form the basis of our own behaviour; shape our meaning, purpose and the content of our responses within the organisation; and develop betterment to raise bonding and belonging, stabilising the inner balance of the organisation. These methods are derived from formal leadership research, business ethics and principles of anthropology, and are grounded in knowledge of neuroscience in conjunction with Eastern philosophies and cultural values. The latest research results show that an empathic and intuitive management style fosters tremendously positive attitudes in all stakeholders, becoming the key driver for change, betterment and togetherness.



Why has Stillness become indispensable today?

Continuous changes require the cultivation of flexibility and customisation. This means that leaders and decision makers must maintain their inner balance in the face of external changes, because a strengthened inner balance leads to increased security and confidence in making the right decisions. If we learn to let go of doubts, fears and attachments, unconventional decisions are more readily accepted and can be more firmly established. Mindful leadership training is about shaping one’s inner balance and inner attitude.

Silence, as a technique of mindful leadership, is practiced to provide clarity in the assessment of new situations when challenges occur. Being silent allows us to perceive impulses and instincts and incorporate them into our decision-making process. The process of gaining self-knowledge leads to the recognition of our own skills, talents, possibilities and opportunities much more distinctly.


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