Triad Exercises from Three Perspectives

11.3 – Weekly Blog Post

Trust and awareness. The glue of communities. Masterful leaders create space for these connections to occur using their social prowess, much like the brain fosters connections for the purpose of synthesizing whole wellbeing. However, even the most introverted entrepreneur can find resources to create the community they need to succeed. Tuning into our three blogs, these strategies provide lenses to better achieve the level of connectedness found in the most streamlined of communities.  

True to Leo Baubata’s style, this Zen Habits post on observing habitual mental systems names one resource as an internal one, ascribing the success of the individual to internal habit monitoring. Simplicity is key here. By noticing the internal mind’s requirement to meet uncertainty in a two pronged approach to both want more and less at the same time, fledgling leaders begin to feel empowered to take control of boredom and distractedness. Ultimately, Leo claims that by fully feeling uncertainty, and loving it as much as one loves chocolate or laughter, we can gain appreciation for the immense joy of life in the middle of chaos.


In an unusual post, CultureSync makes a distinction between therapy and coaching. The primary distinction according to their blog lie along an imaginary line on the horizon called functionality. Everything below the line (land of dysfunction) belonged to therapy, and everything above the line (functionality) belonged to coaching. So, depression and therapeutic conditions require a therapist. They stress the need for understanding which clients need what and how to draw the line on what the true need is through proper communication and standards of operations.


Neil Crofts breaks down divisions in work place culture using vertically divided and horizontal cultures. Divisions happen at any scale – team, business, corporation, or nation. At any granularity from schisms to factions. In responding to these crises, Neil remembers that humans have a natural tendency to quickly form a culture, disproportionally dominated by characters in the group. If the group has an intention to achieve anything in particular they will need to align around that future in order to achieve it. By breaking a team down to three components – vision, purpose, and mission – Niel proposes a means of upgrading culture to a level where the internal code elevates behavioral standards across the team.


Looking at these three posts, it could be a struggle to find meaning through the lens of understanding others. But within the exercise of creating triads, we begin to understand a method of creating community using these great’s methods of leadership. Through Zen Habits monitoring of inner discomfort, we lose the biggest hamstring regarding social interaction – an expectation that others will do what you want. CultureSync iterates a way of framing networking from a standard of communication. Indeed, without understanding the true goal in interpersonal discussion, there is a lack of discovery and direction within each connection. And finally, Neil Crofts discussion identifying potential for division within cultures begs awareness of the networking leader to know how to navigate and foster the correct parameters for lively communication.


A culture upgrade comes from one personality, as discussed in Neil’s expose. But in reality, by creating triads, you place the focus on creating community starting with others. As in the brain, neurons fire under the right conditions – so does a community, connect with the right leaders.