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 Conscious and Authentic Leadership   


The complex and demanding environment manifests in serious value-destroying actions and behaviours. 

In today’s fast paced world of ever increasing complexity, it seems inevitable to get sucked into the rat-race of mediocrity, self enrichment, egotistically inclined behaviour and socio-political decay. Human reaction to these prevailing forces displays a myriad of value-destroying behaviours that include:

  • Active resistance like civil disobedience, unprotected industrial action, industrial sabotage, intimidation and vandalism;
  • Passive resistance like non-cooperation, non-communication, procrastination, obstruction, not taking responsibility, blaming others;
  • Stress induced illnesses like depression and anxiety, headaches and backaches, high blood pressure and heart disease, listlessness, Human Factor accidents;
  • Increase in alcohol consumption and drug-related incidents;
  • Social discourse, family violence, child abuse and abandonment, and;
  • Crime, violence and suicide.

A common denominator in these occurrences is the decay of our social fibre (integrity, morality, compassion and trust), partly due to socio-economic realities like poverty, joblessness, virtual anarchy, nepotism and a lack of discipline due to the degradation of moral values.  This is exacerbated by the seemingly injustice related to those that have, those that have not, those that are entitled and those that are not.


Against all odds, some leaders and individuals emerge to achieve amazing outcomes. How do they do it? 

Yet from these adverse factors are borne miracles of leadership and achievement against all odds by a few who somehow have reached a level of consciousness and insight into life and themselves and have the natural tendency to do the right thing. Unexpectedly, true leaders emerge without formal education, positional power or resources but with a deep seated understanding of what needs to be done, what is right and what is wrong and what is good for all and what is not.

We call into memory great leaders like Mahatma Ghandi, Mother Theresa, Martin Luther King, Margaret Thatcher, Desmond Tutu, Aung San Suu Kyi and our own Nelson Mandela, to name just a few. What is it, within certain people, that enables them to “transcend” their circumstances and make the world a better place through devotion and selfless service?  


Enhanced consciousness through values-driven self-actualisation is the key. 

It is well known by now, that there are various levels of human consciousness and values which are based on people’s life experiences. According to Maslow these are determined by people’s need levels of existence as explained by his Pyramid of Needs shown below (from Wikipedia, the free encyclopedia). We site Maslow here only as an example and reference, as various new perspectives have since been proposed.














Graves, Beck, Barrett, Wilber, Hawkins and others have since offered their own well researched models. The communality in all is that the change or the awareness of a more conscious state of existence (also known as emergence) is a process that involves moving from a lower state of consciousness or being to a higher state of consciousness or being. Maslow proposed five levels, from one driven by physiological needs through safety, love/belonging and esteem to self-actualisation. Some of the latest models have more levels and are more advanced.    

Research indicates that, in general, people’s needs or aspirations at any one level have to be satisfied before they tend to move to a higher level. It is also evident that any level incorporates the lower levels and that a person at a particular level can apply all the behaviours associated with the lower levels. The continuous emergence and becoming aware through enhanced states of consciousness up to self-actualisation is really the motivating force for us to reach our ultimate potential.

The enhancement of levels of consciousness therefore is the process of manifesting possibility into actuality; turning our potential into reality; letting go of an egocentric and scarcity mentality and adopting a communal, world-centric approach to make a difference. Very often enlightenment or a new state of awareness is so profound (the ah-ha moment), that it is akin to a paradigm shift in one’s consciousness.


Conscious, authentic leadership is a pre-requisite for sustainable change and transformation 

In the past, there was not always a very clear distinction made between management and leadership and both were often viewed as a set of transactional activities requiring specific skills for the planning, organising, directing and controlling of resources. Leadership was often merely seen as a higher, more “strategic” level of management. Opportunities for improvement in operational efficiency and effectiveness have been exhausted to a large extent and significant business improvement will increasingly only be possible through fundamental shifts in business technologies and systems. In other words, business redesigns will be required and not only a “tweaking” of existing systems and processes.

This will require integrated systems thinking and looking at the organisation as much more than the sum of its parts. Customers, employees, suppliers, other stakeholders and doing business in the interest of the greater good now become part of the essence and inner dynamics of the organisation in a holistic way. This is the domain where leadership comes into its own. Transactional management will obviously always remain essential for business success but the transformational leadership of stakeholder sentiments, customer service and relations, willing contributions, protection of the environment, goodwill and similar attributes will increasingly determine the make or break of organisations. Leadership is approaching a tipping point, where growth (personal and organisational) is less dependent on skills and education and more on the psychology of being (being O.K. with yourself, your surroundings, your job, your community, ethnicity, sex, religion etc.).

Consc-is-ness.com focuses primarily on the leadership domain as the conduit to transforming the organisation from an “as is” state to an “as it should be“ state. In order to lead, in particular to manage relations and stakeholders interests, the effectiveness of a leader depends on his or her own personal “needbased level of being”. A misalignment between the organisational leadership values and the leader’s inner value system will stand out prominently as he/she will be perceived not to “Walk the Talk”. You cannot “be” someone that you “are” not. Incongruence of the leader will result in a lack of credibility and a break in trust, hence a loss of integrity. This is often the cause of organisational failure. Employees do not respect and follow a leader who they don’t trust. They may on face-value support such a leader because they fear him/her but they will not follow him/her in a committed and value-creating way.  

On the other hand, higher conscious leaders on a path of self-actualisation, do not need to act or pretend to play the part. They are who they are and consistently so. They become role models and motivators through their "authentic being", and not through their position in a structure.  

Consc-is-ness.com refers to this as “Conscious, Authentic Leadership”: not having to act as the leader, but simply being the leader.

We at Consc-is-ness.com realise that as a director, leader or business entrepreneur you may be acutely aware of the demanding business environment and the effects it may have on your organisation, you, your family and those around you.

We ask you to consider the following: Do you want your leadership to be part of the problem or part of the solution?


Higher consciousness enhances productivity, improves levels of safety and decreases risk. 

Consc-is-ness.com also focuses on enhanced levels of consciousness and values-alignment in employees and individuals in different careers, roles and positions in life. This includes employees in organisations where a shift in employee values and business culture is required for business change, increased productivity or long-term sustainability. It also includes professionals in targeted positions where an increase in consciousness can significantly improve effectiveness or minimise risk. Examples of such positions include health care workers, passenger or freight vehicle drivers, pilots, teachers etc.

We ask you to consider the following: Do you want your high-impact and high-risk employees to be part of the problem or part of the solution?


 Please contact us for more information!