『The Plant Yourself Podcast』のカバーアート

The Plant Yourself Podcast

The Plant Yourself Podcast

著者： Dr Howie Jacobson
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Conversations on Transformation, Healing, and Consciousness© 2024 howieConnect, Inc. 個人的成功 哲学 社会科学 自己啓発 衛生・健康的な生活
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  • Ditch Fear: Rhys Paddick on PYP 633

    Ditch Fear: Rhys Paddick on PYP 633
    2026/05/19
    Rhys Paddick is a Noongar/Scots-Irish Australian who walks two worlds — and who has built a business teaching people how to get off scripts and speak from somewhere truer.We talk about the strange afterlife of Australia's "acknowledgment of country" ritual, what "country" means when you capitalize the C, and why every performative ritual eventually collapses unless authenticity is at the center of it.This one stretched me. I came in with my Westernized brain trying to wrestle indigenous wisdom into the shape of a concept I could hold, and Rhys, very gently, kept handing me back something I had to feel instead. By the end I was a little tired, a little eager, and weirdly grateful — which Rhys then named for me as a thing I'd remember.What We DiscussThe acknowledgment of country, and how a good thing got hollowed outIn Australia, "acknowledgment of country" started around 2005 as a way to honor the traditional custodians of a place. Twenty years later it's at the bottom of every email and the top of every 9am Thursday meeting.Rhys's take: the words are fine. The problem is that nobody is given any context for the concepts behind them, so people perform the script and quietly worry about getting it wrong.Country with a capital CIn the Western sense, country is geography plus political borders. In the Aboriginal sense, country is geography plus political borders plus a spirit — alive, conscious, holding law and story, doing the teaching and the healing. Often imaged as a mother. You don't have to be in the bush to be on country. You're on country right now.Why I keep asking the wrong questionsI confess to Rhys that whenever I encounter indigenous wisdom, I have the sense of asking questions built on broken assumptions — like asking someone to describe the taste of a pear when I've never eaten fruit. He offers me the concept of liyan — spirit, the thing that magnetizes you toward something, the thing that knows before the mind catches up.Knowledge = head + feetThe Noongar word for knowledge, understanding, and experience all translates roughly as Kaatidjiny — head, together-with, feet. Knowledge isn't a thing you store in your skull. It's something that has to travel from brain to fingers to feet to expression. A whole epistemology in three syllables.Ditch fearThis is the heart of Rhys's work, and I think it's the heart of this episode. Most acknowledgments of country happen out of fear — fear of offense, fear of saying the wrong thing, fear of the binary right/wrong frame people impose on themselves.Rhys's intention isn't to give people a better script. It's to name the fear, talk about it honestly, and help people locate their own courage to speak from the heart instead of the head.White guilt — does it serve you?I asked Rhys, awkwardly and honestly, what to do with the white progressive guilt of having benefited from historical atrocities. His answer surprised me with its directness: yes, you can choose to identify as white, liberal, ally, footy supporter, whatever serves you in the moment.But the real question is does this guilt serve you right now? If it does, keep it. If it doesn't — and for most people it doesn't — ask instead: who am I now, and how do I show up?Come as you areRhys says Aboriginal people tend to be interested in you first, before they're interested in the labels you bring. The "ally" identity, with its performance checklist, often gets in the way of just being a person showing up with intention.Success is a feelingRhys doesn't run his business on KPIs and conversion rates. His measure of a successful workshop is whether the room — and he — feel good at the end. He invokes the Maya Angelou line: people don't remember what you taught them, they remember how you made them feel. A useful corrective for any of us in the thought leader business.The journey from acting to acknowledgmentRhys grew up in suburban Perth — Sega Mega Drive, glasses, musical theater. He studied Aboriginal performing arts at WAPA (where Hugh Jackman went, which Australians like to flex), worked as an Aboriginal Islander Educational Officer at his old high school, did university mentoring, and eventually partnered with a change strategist to build "Acknowledge This" — which he later rebranded to Modern Custodian.Custodian as posture, not titleThe word "custodian" carries responsibility, presence, and agency. Rhys reframes it: it's not something you're appointed to, it's something you choose to embody right now. For your emotions. For your household. For your moment. We're all modern custodians, if we want to be.Go Slowly, Be Present — Yeyi! I asked how to stay in touch, and Rhys taught me a Noongar farewell — Dabakarn koorliny-yay — which translates loosely as "go slowly present." As in: take it easy. Which immediately put The Eagles in my head. ("Don't let the sound of your own wheels drive you crazy.")ResourcesFind RhysWebsite: moderncustodian.com.au — and bring a beverage; the ...
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    1 時間 7 分
  • When Leadership Advice Becomes Toxic: Keith Corbin on PYP 632

    When Leadership Advice Becomes Toxic: Keith Corbin on PYP 632
    2026/03/24
    Leadership coach Keith J. Corbin and I talk about what's missing from mainstream leadership advice — and why the inspirational messages we see on LinkedIn and in bestselling business books often obscure the structural realities of work. And that’s putting it way too nicely.What We DiscussThe Simon Sinek problemKeith tells the story of working for a CEO who was a devoted Simon Sinek fan — who quoted Start With Why constantly — and then did a massive layoff right before IPO. How can you believe in "taking care of your people" and then respond to investor pressure in ways that contradict that belief? The answer: leaders aren't free agents. They operate within systems that constrain their choices.Why "Start With Why" landed when it didThe book arrived in late 2009, just as the economy was recovering from the 2008 crash and entering a long hiring boom. Caring about employees became structurally important because retention mattered. The message was real — but it was also enabled by market conditions.Missionaries vs. mercenariesLeaders love to say they want people who believe in the mission, not people who just want a paycheck. But we're all both. And when people over-identify with the cause, they can neglect their own material interests — which allows the system to extract more from them.The problem with universal adviceWhen someone on LinkedIn says "here's how to stand out" or "here's how to push back on your boss," Keith asks: who is the particular person being turned into the universal? It's usually someone with privilege, social capital, and easy job mobility — and the advice doesn't transfer to everyone else's lived experience.Fakey languageI remember reading Chip Conley's book Peak (I forgot the name during the conversation, but my Amazon orders list always remembers) about treating hotel customers as "guests" — and realizing that guests don't get a bill at the end. Keith shares Simon Sinek's story about a happy Four Seasons employee who also worked a second job at another hotel — and Sinek never asked why he needed two jobs.Individualism vs. solidarityThe dominant message in coaching and career advice is about individual optimization — how you can get ahead. Keith pushes back: if you're standing out to get ahead, you're getting ahead over someone else in your same position. How do we think about showing up in solidarity with coworkers rather than competing for scarce resources?The rise and fall of DEICorporate social justice movements — from BLM to Me Too to DEI — operated on the margins. DEI was often less about decreasing inequality and more about making sure inequality was evenly distributed. When it got tied to profitability ("diverse teams are more profitable"), it became easy to cut once it didn't deliver on that promise.Freedom vs. choice, solidarity vs. individualismKeith draws on the French Revolution's ideals — equality, liberty, fraternity — and argues that freedom has been replaced by consumer choice, solidarity by individualism, and equality by an even distribution of inequality.Democracy in the workplaceIf we believe in democracy, why don't we bring it to work? You don't choose your manager, you often don't choose what you work on, and you certainly don't vote on layoffs. Keith advocates for employee representation on boards, more democratic structures, and greater worker power — especially as AI reshapes the landscape.AI and the future of laborThe same de-skilling forces that have shaped blue-collar work since the Industrial Revolution are now coming for white-collar knowledge workers. This could create new precarity — or new opportunities for solidarity and collective action.The archeology of the futureKeith shares Fredric Jameson's idea that instead of forecasting from the past, we should look for "the archeology of the future" — finding undeveloped seeds in the present moment that could grow into something radically different.ResourcesBooksStart With Why by Simon SinekPeak by Chip ConleyIn Search of Excellence by Tom PetersThe Dawn of Everything by David Graeber and David WengrowThe Engineers and the Price System by Thorstein Veblen (better known for The Theory of the Leisure Class)Other Thinkers & Authors ReferencedJim Collins — Business author (referenced alongside Peters for cherry-picked research)Fredric Jameson — Marxist literary critic; "easier to imagine the end of the world than the end of capitalism"; "archeology of the future"Erik Olin Wright — Sociologist; conflicting class positionsPeter Bregman — Author and leadership coach (mutual friend of Howie and Keith)Michael Moore — Filmmaker (on capitalism funding its own critique)Bill Mollison — Co-founder of permaculture ("all the world's problems can be solved in a garden")Bessel van der Kolk, Peter Levine, Stephen Porges — Referenced in the discussion of Polyvagal Theory and whose voices dominate the conversationConnect with KeithLinkedIn: Keith J. CorbinWebsite: ...
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    1 時間 15 分
  • Can a Better World Start with... Better Meetings? Dr Sheella Mierson and Henry Herschel on PYP 631

    Can a Better World Start with... Better Meetings? Dr Sheella Mierson and Henry Herschel on PYP 631
    2026/02/24
    I thought this conversation was going to be about meetings. And it was. But it turned out to be about something much larger: a fundamental redesign of power in organizations.Sheella Mierson, PhD is a scientist-turned-organizational-consultant whose whole practice is built on a simple, subversive premise: meetings are a window into culture, and if you can fix the meeting, you can fix the culture. Henry Herschel brings a complementary lens — a business background helping packaged goods startups navigate the journey from entrepreneurial chaos to IPO — now applied to the fascinating challenge of governing a Jewish co-housing community in Berkeley called Berkeley Moshav.And I came to this with skin in the game. I spent nine years in co-housing myself, in a 22-household community in Durham, North Carolina. So I know firsthand how quickly idealistic visions of communal living can devolve into parking disputes, pet policy standoffs, and festering factions. What Sheella and Henry are describing — the governance framework called Sociocracy — is the most elegant answer I've encountered to the question of how groups of passionate, opinionated people (and let's be honest, co-housing and startups both attract people with very strong opinions) can make real decisions together without anyone losing their mind or their dignity.Sociocracy was developed by Gerard Endenburg, a Dutch electrical engineer who looked at a traditional organizational chart and said: I would never design a power system this way. There's no feedback loop. You can't steer it. What he built instead is a system of distributed decision-making, structured rounds, consent (not consensus), and built-in review cycles that treat every policy as an experiment rather than a decree.After this conversation, I've been thinking about what a Sociocratic world might look like. The question that keeps haunting me: what could Google or Meta or Microsoft contribute and stand for if all their talented, idealistic people had a real say in what they built?Topics We CoverMeetings as Cultural Diagnostics"Show me a meeting and I'll tell you what your culture is like" — why fixing meetings is a route into fixing everythingThe difference between meetings that drain and meetings that buildWhat Sociocracy Actually IsGerard Endenburg's insight: a traditional org chart has no feedback loop, so it can't self-correctHow distributed decision-making gives everyone a say in the policies that affect their workWhy Endenburg built the system to run his own electrical contracting company — and what that has to do with power gridsConsent vs. Consensus: A Crucial DistinctionWhy Sociocracy doesn't seek agreement — it seeks the absence of paramount objections"Is this good enough to try?" as a more useful question than "Does everyone love this?"How consent decision-making short-circuits faction formationThe Structure of a Policy MeetingClarifying questions round → Reaction round → Consent roundWhy having a proposal that's well-thought-out before the meeting matters enormouslyWhat happens when someone raises an objection — and why that's the point, not a problemPolicy Meetings vs. Operational MeetingsThe crucial two-track system: setting guidelines vs. coordinating workWhy mixing these up is a recipe for frustration and dysfunctionThe third type: picture-forming meetings, where you gather information before you can even shape a proposalFeedback Loops Built Into the SystemEvery policy has a lifespan, success metrics, and a built-in review dateWhy "we've always done it that way" becomes structurally impossibleHow the system surfaces problems without requiring someone to be brave enough to speak upCircles and Distributed AuthorityHow circles (teams with defined domains) make decisions within agreed-upon boundariesWhy this frees up the whole group from having to weigh in on everythingHow information flows between circles — and how a frontline idea can reach the boardReal-World Application: Berkeley MoshavParking, kashrut, pets — the hot-button issues that tested the modelHenry on the learning curve: making errors, getting over the hump, building momentumWhy having about a third of the community fully competent in Sociocracy is enough to carry the wholeWhat This Could Mean for Your OrganizationHow a manager and direct report can run a two-person policy meeting as equalsWhy people who feel heard stop building factionsA thought experiment: if the employees of major tech companies had real voice, would they be building the same things?ResourcesMierson Consulting — Sheella's practiceThe Sociocracy Consulting Group — Sheella's group practice, and where to find training courses including Foundations of Sociocracy and Facilitating SociocracyWe the People: Consenting to a Deeper Democracy, by John Buck and Sharon Villines (a great book about Sociocracy)
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    53 分
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