The eight human needs are in essence emotional triggers. What we do and enjoy in life is the result of one or more of these needs being fulfilled. Any one of these needs can give us a certain amount of motivation, but the more needs that a particular task fulfills, the more motivated we are to take action.

In the context of Revolutionary Leadership, (DC) applications of the colored brain and the eight needs start with the leader’s awareness and implementation within specific groups of key influencers within the organization. These create micro-cultures that in turn replicate to the rest of the organization.

Replication is the essence of revolution and takes place when the core group has internalized the “Directive Communication™” concepts and applies them with others to increase their personal fulfillment at work.

Once this has happened, leaders train the organizations key influencers (core group) in the US Special Forces “Force Multiplication” tactics.

This has allowed US A-teams to go into countries ,find those who are dissatisfied with the current system of government, get them passionate about a cause, train them in psychological and guerrilla warfare, and create a revolution from within the country itself. The corporate revolution follows the same premise to create a more productive, more fulfilling workplace. From the core group, individuals create “Colored Brain” A-teams incorporating different organizational hierarchies (i.e. management, supervisors, front line, and support). This team will find better solutions to productivity obstructions and cross relate to most people in the organization. The team then becomes the strike force that ignites the revolution from within, they are the force for the good of the organization. They gain a strong sense of purpose because they are fighting to fulfill their own needs, not just doing the job. They are armed with the psychological weapons of progress and their own emotional levers to give strength and fortitude whenever needed.

With greater awareness and through experiential methods, people within an organization Change their perceptions of what work really represents to their lives. A leader catalyzes and replicates this change.

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Part Two: << | 1 | 2 | 3 | >>