Antiquity's Greatest Secret: The code that unlocks the human brain
“There are many things in this world; we are not meant to understand. How to become the most magnificent version of who we were born to be was not one of them.”
– Douglas Swallow
by Douglas Swallow on January 13, 2020
If you had the opportunity to tell someone one of the most important things they may ever hear, but you knew they wouldn’t believe you, what would you do?
Over the next 20 minutes, you are going to be introduced to something that may sound more like science fiction than science. But the more you read the more you will see that we may have just unearthed one of the most important bodies of knowledge in history. And maybe, more importantly, that we have discovered an ancient body of knowledge that can enable you to know and become what less than 3% of the population knows and has become – the most magnificent version of who they were born to be.
This body of knowledge equips people with the ability to know what they were born to do, be, or create. The innate abilities they were born to do it with and the optimal career path that is aligned with both. The ability to be a top-performer in the workplace and garner the respect of other top-performers. Know and embody the principles of optimal human performance. Live a life largely void of personal problems and unwanted feelings, emotions, and behaviors. Be in an inspiring and respectful intimate relationship wherein each other’s emotional tanks are always full. And rear children that have and display these same characteristics.
Over 7,000 years ago, our most ancient civilizations’ leadership structure and human development platform was abandoned for the one the world has operated on ever since. The ancient platform provided people with this body of knowledge. The two that followed precluded it from being known.
The discovery of antiquity’s greatest secret has provided us with profound insights into the past, present, and just how great the human race can be. But despite these extraordinary insights, one question remains – will we choose to stay with the existing platform or return to the most powerful human development platform ever created?
Enjoy this brief introduction to antiquity’s greatest secret.
Top Performers
Today, some people display in-depth knowledge in a subject matter in which they have not been educated. Others perform their jobs over two times the average of their equally academically profiled, experienced, and trained colleagues. How do they do it?
Image by en.yibada.com
According to the late Steve Jobs, founder of Apple, “I noticed that the dynamic range between what an average person could accomplish and what the best person could accomplish was 50 or 100 to 1.”
How these people do what they do has been a mystery for over two thousand years. In 385 B.C., Aristotle published a story told to him by his mentor Socrates’ of a conversation he had with a slave boy. The publication was named after the boy. His name was Meno, and he displayed an astounding level of mathematics with no education or training in the subject.
Despite these individuals’ extraordinary value to companies, creating workforces mainly comprised of them has remained a mystery. The highest percentage of them our best companies have achieved, like Google, Dell, and Netflix is just 16%.
For the past four decades, my research and experiments have focused on these individuals, solving this mystery, and figuring out how to shatter the glass ceiling of 16%. This research led to the answer to the mystery and how to build workforces almost entirely comprised of top performers.
What top performers look like
In addition to performing their jobs at 1.3 to over 5.0 times the level at which their skilled and experienced colleagues performed the same tasks, top performers display the following characteristics:
- They rarely get sick or call out.
- Have an infectious enthusiasm and the ability to raise the performance levels of those around them, just by being themselves.
- They are visibly happy while performing their work.
- Their eyes are brighter and emanate very positive energy, which can cross a room.
- They frequently lose track of time and become absorbed in their work and discussions with customers.
- They are able to block-out all direct and indirect distractions
- Have little to no tolerance for small talk.
- They cannot explain how they knew nor did something at an unusually high level.
- Their performance level rises, the more competitive the environment becomes, whereas non-top performers’ levels tend to decline.
- They get to work on time, work through lunch, stay late, and think about what they do and how they can do it better, seemingly 24/7.
- Rarely have personal, marital, and parental problems that affect their ability to perform optimally in the workplace.
- They are consistently passionate about their work and frequently become frustrated when the littlest of things they need to do their job are done poorly or not provided.
- They display a disdain for bureaucracy and performance inhibiting SOPs, rules, and policies and frequently will bypass them.
- They are proactive and have a bias for action.
- They have an instinctive drive to get things done and done quickly.
- They can see perfection, real perfection in the execution of their job, and the primary processes of which it is comprised.
- They have the innate ability to see and comprehend what others do not in a blink of an eye.
- They tend to have their own set of key performance measures and keep track of how they were doing daily, weekly, monthly, and quarterly.
- They display a keen sense of knowing exactly how they are performing and what they need to do to elevate their performance.
- Other people frequently characterize them as “naturals.”
- They have access to innate knowledge in the areas related to that which they are a “natural.”
- They effortlessly and continually come up with all four types of innovation: efficiency, sustaining, breakthrough, and disruptive innovation.
- They appear to be guided by a natural code that prohibits them from talking about tricks of the trade or innovative practices in mixed company, i.e., in the presence of non-top performers. In meetings of top performers and non-top performers, they tend not to speak up, but in meetings comprised mainly of top performers, they talk freely and often.
- They operate at higher integrity levels and tend to be more honest, trustworthy, accountable, honorable, fair, and caring.
- They are very humble about their work.
- They do not perform at their highest levels under an individual who has not been a part of or lead a team to the top of their discipline within their industry.
- They cannot be managed to the highest performance levels, only lead.
- Their level of results is directly related to the percentage of top performers in their environment and the degree to which the environment is oriented towards superior workplace results and customer satisfaction.
- They tend to be unengaged and non-participative in training seminars but come alive in development workshops led by a “natural.”
- They underperform when led by a supervisory or manager and excel in the presence of a “natural” leader.
- They can spot people on and not on a similar path almost on sight or in less than five minutes.
- They almost always appear to be having fun and getting others to smile or laugh.
- They knew what they were born to do.
Decades of study of these people revealed some of them were not only top producers; they also displayed characteristics over 95% of us do not. They knew and could succinctly express what they were born to do in the ancient sentence format. They were on a career path that was aligned with that. They were seemingly always happy. Their lives were void of personal problems and unwanted feelings, emotions, and behaviors. They were well compensated, fiscally responsible, had excellent credit ratings, and seemed to have just about everything wanted and not want many of the things others did. They were in inspiring and respectful intimate relationships that ensured each other’s emotional tanks were always on full. And most interestingly, they reared children that had and displayed these same characteristics.
How would you like to have a profile like this? Well, now you can.
The path to discovery
In 1980, in my senior year in college, I was an intern at Shapell Industries, a large home building, and land development company. Soon after starting in the position, I was tasked with figuring out the answer to something the leadership had never seen before.
That something was an extraordinary rookie salesperson named Gina. Gina didn’t have a college degree or any experience or training in sales whatsoever. She never even had a lemonade stand or even sold girl scout cookies. Yet that Spring, Gina walked on the sales floor with one of the best salesmen in the Bay Area, as determined by his peers, and outsold him 3:1. It was an astounding accomplishment, and the CEO wanted to know just two things about her: how did she do it, and how do we get more salespeople just like her.
Seventeen years later, after turning over every stone without finding the answer, the research led to the idea that it might be innate, meaning top performers were born, not built. Keep in mind this was a very dangerous thought at the time, as the idea that top-performing salespeople were born and not built was considered sacrilegious in sales training. However, two years later, this was confirmed in the discovery of a previously unidentified DNA-based system in the insular cortex or the heart of the human brain.
The system revealed we are all born with an innate ability system. When activated, the system enables people to display knowledge in a subject and or perform a task at a startlingly high level with no education or training in either the subject or the task. Unfortunately, for reasons you are about to learn, the system is not fully activated in over 97% of the population.
While scientists worldwide seek to improve human performance through gene-splicing, drugs, and other means, the simple truth is the answer to optimal human performance has been right in front of us all this time.
I won’t ask you to believe me or the science on which it is based. All I ask is you connect the dots for yourself and then ask the question, “is it true?” “Are people born with natural abilities and attributes, which, when they align with a task requiring the same, perform the task at a very high level, do effortlessly, and seem to be in a state of natural happiness?”
This body of knowledge was identified through four decades of research and trials and the linking of breakthroughs in biosystems, neurology, genetic engineering, epigenetics, and seven fields of psychology, including industrial-organizational, personality, educational, religion, sports, positive, and strengths-based. Along with breakthroughs in macroeconomics, cultural anthropology, ethnology, military personnel development, sports coaching, and biblical studies.
The system and the code would not have been identified without the contributions from the study of the behavioral characteristics of thousands of top performers across the occupational spectrum, billionaires, over 20,000 millionaires, and the works of our most celebrated religious leaders and motivational speakers. Additionally, it would not have been possible without the countless discussions and interviews with hundreds of CEOs and tribal leaders in America and Africa, including one of the leaders in the Maasai tribe in Kenya, Africa.
The research took me to four continents and twenty-six countries. From the Great Sahara Desert to Africa’s jungles to the highest mountain ranges in North America. From the world’s most hallowed grounds and archeological sites to the halls of our most respected universities, museums, and places of worship.
Two decades of trials have indicated the system is not hereditary, evolutionary, or the result of random genetic formation. It is also not environmental, geographic, socioeconomic, childrearing, or demographic, i.e., race, sex, religion, culture, or sexual orientation in origin. However, all of the above have been found to play a role in the system’s development level.
If you happen to be in the scientific community, you know there is only one other origin option – spiritual. It appears the creator of the universe is very real, very personal, and loves each and every one of us very much. Due to this conclusion’s potentially extraordinary societal implications, it was decided to keep this discovery under wraps until Dr. Donald Clifton’s theory of innate skills could be independently validated.
The system’s working name is The Natural Performance System or NPS. For more information, see my post: The 10% Myth – Sorry world, we got it wrong – it’s true.
The human body has active and dormant systems. The NPS is one of the body’s dormant systems. It requires a specific external stimulus to be activated. An example of a dormant system is the body’s hypothermic system. In the event of a sudden loss in body temperature, wherein the body loses heat faster than it can produce it, it enters into the state known as hypothermia. When activated, the system causes the body to shiver to warm itself up. If this fails, it decreases the flow of blood to the extremities. If this fails, the system slows the body’s respiratory rate from twelve times per minute to one or two times per minute to sustain life as long as it can.
Early on, it was found the NPS was activated under three conditions; however, there was a problem with sustaining activation. We could turn it on but couldn’t keep it on.
Over the next sixteen years, the search for achieving sustained system activation continued. Those whose systems were in a near-constant state of activation were found to:
- Be in jobs aligned with their innate ability profiles and display a real passion for their work.
- Their workgroups were largely comprised of people who were also in jobs aligned with their innate ability profiles and passionate about the work they were doing.
- They focused on “being” versus “doing.”
- They had the clarity and the tools to perform their job at the highest levels.
- They were under the direct supervision of an individual who was talented in the field and displayed a complete set of leadership skills, abilities and attributes, and life skills and emotional competencies.
Despite knowing what they looked like, and the characteristics they displayed, how they achieved these profiles remained a mystery. A chance study of the origin of the title of CEO led to the resequencing of our most ancient civilizations’ leadership structure and human development platform that revealed the answer.
The leadership trilogy
Before the formation of cities, the civilizations that existed over 7,000 years ago appeared to have known about the body’s NPS and had built their societal operating and child development platforms around it. This was before the time of kings, war, and religion. At this time, the prevailing societal leadership structure was a trilogy. A leadership structure comprised of three individuals who all three reported independently to a council of elders, what we now call a board of directors.
The titles of the three positions were Wiseman, Great Hunter, and Tribal Leader. Around the time of the formation of cities, this structure was abandoned for the single leadership structure. The very structure we have operated on ever since. That is until the early 1970s, when the leadership trilogy was reintroduced into corporate America only with the titles changed to Chairman, CEO, and President.
In ancient times, the Great Hunter, now called CEO, was responsible for protecting the tribe and ensuring it had the resources to survive, grow, and thrive. The Tribal Leader was responsible for developing the optimal operational strategy and overseeing the tribes’ day-to-day activities. The Wiseman, now called, Chairman, note not Chairman of the Board, was responsible for developing and ensuring the alignment of the strategic platform on which the tribe operated.
Further study into the leadership trilogy revealed it operated on the belief the innate ability profiles to perform each role at the highest levels were mutually exclusive. Meaning the capabilities to be a Great Hunter precluded them from being a Wiseman or Tribal Leader. The study also revealed the paths to these roles were independent of each other.
The most powerful human development devised
Additional study into the Wiseman’s role revealed they were also responsible for the tribe’s human development platform. To put this into context, all societies today operate on an economic platform. Each of these platforms is supported by eight pillars:
1. Government
2. Protective services
3. Health and Wellness
4. Education
5. Religion
6. Entertainment, sports, and the arts
7. News media
8. Human development platform
By all indications, our most ancient civilizations knew about the human body’s NPS and had figured out how to achieve sustained activation. Then built an entire societal operating platform around it that ensured each young adult knew what they were born to do, the abilities they had to do it, and the optimal career path aligned with both. That upon entering the workplace, each child would have a complete set of life skills and emotional competencies and knew how to have an inspiring and emotionally fulfilling marital relationship.
Around the time of the formation of the first cities around 7,000 years ago or between the first and second macroeconomic ages of Hunter-Gatherer and Agriculture, this platform and its supporting leadership structure were abandoned. The reason remains a mystery. They were replaced by the single leadership-based structure and its strategy for each of the supporting societal pillars.
Each pillar is designed to support the prevailing macroeconomic age, i.e., Hunter-Gatherer, Agriculture, Military, and Industrial. Despite changes in the pillars from one macro age to the next, it appears the world has operated on only two child development platforms – the one used in the first macroeconomic age and the one used in each of the three subsequent ages.
A child development platform is an academic term for how the children in a society will be reared. It includes what they will and will not be taught. All platforms have a core paradigm to produce young adults with the knowledge and skills to be productive workers in the current times and live independently and successfully in society.
Our most ancient civilizations’ human development platform appears to have been comprised of ten elements. The platform was the responsibility of the Wiseman. It was their charge to ensure the Great Hunter, Tribal Leader, and the tribe operated on the highest-performing strategic platform. It was their job to identify, develop, and maintain a platform that had the ability for everyone to perform at the highest possible levels in which they lived, worked, and played.
The ten elements were,
1. The embodiment of the three core beliefs
2. Having a complete set of life skills and emotional competencies
3. Embracing the principles of optimal human performance
4. Knowing your body’s innate ability profile
5. Being crystal clear on “what” you were born to do, be, or create
6. Knowing and being on your optimal career path
7. An understanding of the secret power of women and marriage
8. Being in an inspiring and emotionally fulfilling marital relationship
9. Under the direct supervision of a “natural” workgroup leader
10. Living and working in environments that inspire and engage everyone to be the most magnificent version of who they were born to be
#1 The embodiment of the three core beliefs
The first element of the platform was its three guiding beliefs or primers. A primer is something that is required, such as the first number or letter in a combination lock.
All societal operating platforms are built on a set of primers, intellectual guideposts, and beliefs. These beliefs govern all aspects of life within a culture. They are typically memorialized in a society’s seminal documents, leadership structure, and core paradigm. In the case of the United States of America, they are memorialized in the Declaration of Independence, U.S. Constitution, governmental structure, and core paradigm of “freedom.”
Our ancient civilizations’ leaders embraced the leadership trilogy and a human development platform based on three beliefs. Those three beliefs appear to have been that –
1. All human beings are born with a unique and personal set of innate abilities, an innate task, both of which align with an optimal career path.
2. All human beings are born void of non-instinctual life skills and emotional competencies.
3. The ability to live independently and successfully in society, experience excessive happiness just about every day, and consistently produce superior workplace results lies in eight factors.
The eight factors were:
- Being clear on what they were born to do, be, or create and the innate abilities they were born to do it with
- Having a complete set of life skills and emotional competencies
- On the career path that is aligned with their innate ability profile
- Embracing the principles of optimal human performance
- Understanding the secret power of women and marriage
- Being in an inspiring and emotionally fulfilling marital relationship
- Under the direct supervision of a “natural” workgroup leader
- Working and living in environments that inspire and engage everyone to be the most magnificent version of who they were born to be
#2 Having a complete set of life skills and emotional competencies
Life skills and emotional competencies are the skills and competencies required to live independently are successfully in society. They are fondly referred to as “common sense.” In the psychological community, the collective body of these skills and competencies make up our inner child.
Missing, undeveloped, or unaligned life skills and emotional competencies are the root cause of most unwanted feelings, emotions, and behaviors barring genetic or hereditary abnormalities or an unexpected physical disability, trauma, or significant emotional event. Throughout history, all civilizations have had a set of life skills and emotional competencies they ensured their tribal members were taught, until relatively recently.
In the early 1940s, the U.S. human development platform was dramatic altered in a way that ensured all future generations would not have or be able to develop complete sets of life skills and emotional competencies, except for a tiny percentage of the population.
Today, these skills and competencies vary by geographic area, race, religion, country, state, community, neighborhood, groups, industry, and employer. Over two decades of profiling sets of life skills and emotional competencies suggest a complete set is comprised of 193± life skills and emotional competencies.
When the day’s prevailing core leadership structure changed from the leadership trilogy to the single-leader model, the human development platform was appropriately altered to support the new structure. At this point, the Wiseman’s core beliefs on what drives optimal human performance were set aside. Children were no longer told what they were born to do, be, or create or the innate abilities with which they were born to do it with, or the optimal career path that is aligned with both. The life skill platform was altered to support the needs of the leader.
#3 Embracing the principles of optimal human performance
Top performers have embraced different life management principles than those who do not perform at the highest levels. In ancient times, it would have been Wiseman’s responsibility to convey optimal human performance principles.
Principles are the personal laws by which one lives. Principles are not something one has or does not have; everyone has principles. They are the lines in the sand they will not cross. They are the boundaries. They are banks of the river of life. They are what one believes to be true. They are the filters through which all of one’s decisions will pass. And as with all laws, they either enhance or inhibit performance.
Principles are often confused with values. Values are not principles. Values are the behaviors to which one “aspires” to display and appreciates in others. Principles are the laws by which one lives their life.
Throughout time, all cultures have had a set of principles to which they adhered. These principles were carefully woven into societies’ fabric and reinforced by its elders, leaders, grandparents, parents, and teachers. All sets of principles typically have an overriding focus aligned with the culture the tribe is striving to create and the prevailing economic platform.
#4 Knowing your body’s innate ability profile
It was the Wiseman’s responsibility to teach young adults about innate abilities. To reveal to each their natural ability profile and provide them with activities that would develop their profile.
#5 Being crystal clear on “what” you were born to do, be, or create
Our most ancient civilizations were aware that each person was born to do, be, or create something, a life task, and that their innate ability profile was in alignment with that task. One of the talents all Wisemen had was the ability to identify young adult’s intrinsic life tasks. And it was their responsibility to convey that task in a special ceremony on or around their 12th to 14th birthday.
#6 Knowing and being on your optimal career path
Optimal career paths are made up of a series of jobs aligned with an individual’s innate ability profile. It was the Wiseman’s responsibility to observe and track individual development and provide council to their workgroup leaders as to the timing for them to move into their next job.
#7 An understanding of the secret power of women and marriage
Marriages in our most ancient civilizations were based on the understanding that women have the unique ability to make dreams come true and the power of a marriage between two people who shared similar NPS profiles. Somehow, they knew that women are the world’s dream makers. That in marriage between two people who share similar NPS profiles, the quality of their lives and level of success they would achieve would be significantly higher if their NPS’ were aligned rather than unaligned.
It was the Wiseman’s responsibility to identify and nurture relationships between young boys and girls in their youth who shared similar NPS profiles. And share with both the secret power of women and marriage.
#8 Being in an inspiring and emotionally fulfilling marital relationship
From our most ancient cultures to our most advanced today, one thing has remained constant throughout the ages. That is the understanding that people in inspiring and emotionally fulfilling premarital and marital relationships perform better in the workplace than those in uninspiring and emotionally unfulfilled ones.
The study of the role of Wisemen’s role in the leadership trilogy and how it appears they arranged marriages are very different from the current array of arranged and love-based marriages. Tribal parents and or grandparents were not responsible for arranging their children’s marriages. Young adults didn’t select the person to whom they would be married. The Great Hunter did not arrange marriages. The Tribal Leader did not arrange marriages, and they did not appoint someone in the tribe to perform the role. It was the Wiseman’s responsibility to arrange marriages, and he or she did so with a very specific objective and formula.
Wisemen knew that the number one enabler of optimal human performance in the workplace was the alignment of a worker’s innate abilities, i.e., NPS, with the job they were performing. And that the number one inhibitor was an uninspiring and unemotionally fulfilling marital relationship. Today, underperforming marriages alone account for nearly 40% of all employee workplace problems, more than two times any other factor.
Given the importance of the Wiseman’s role in the success or failure of the tribe, getting the right two people together was a profoundly critical task. The goal was to arrange marriages that ensured sustained NPS activation and that both in the union would become the most magnificent version of who they were born to be.
Through the identification of the 1st through 5th elements of the code and the results of the study of works of thirteen of the world’s leading experts on the topic of marriage over the past 40 years, which follow, I was able to identify the 7th and 8th elements of the human development platform: having an understanding of the secret power of women and marriage and being in an inspiring and emotionally fulfilling marital relationship.
Dr. John Gottman
Dr. Gary Chapman
Dr. Deepak Chopra
Dr. Phillip McGraw (Dr. Phil)
Dr. Barbara De Angelis
Dr. Laura Schlessinger
Dr. John Gray
Dr. Neil Clark Warren
Dr. Harville Hendrix
Dr. Willard F. Harley, Jr.
Dr. Gary Smalley
Dr. Warren Farrell
Dr. Paul Meier
From the works of these authors an updated version of the Wisemen’s formula for successful marriages was identified. It is made up of eight elements:
- Aligned natural performance systems
- Complete sets of life skills and emotional competencies
- The embodiment of the principles of optimal human performance
- Marital consciousness
- Full set of understanding profiles
- Whole and complete love plan
- Respectful and emotionally fulfilling communications, behaviors, and actions
- Compatibility
The Wiseman’s understanding of human performance and their impartial process would have consistently led to inspired and emotionally fulfilled consciousness, aligned, compatible, respectful marital relationships, and whole and complete children. However, the change in societal leadership structure 7,000 years ago eliminated this process.
Now several thousand years later, the purpose and definition of a successful marriage have been profoundly altered and diluted. To the point that “arranged” and “love” based marital platforms tend only to produce a fraction of the inspiring and emotionally fulfilling relationships, our most ancient civilizations platform did. The type of marital relations that unlocks the human brain and enables two people to become the most magnificent versions of who they were born to be.
#9 Under the direct supervision of a “natural” workgroup leader
One of the Wiseman’s responsibilities was identifying “natural” workgroup leaders for both the Great Hunter and Tribal Leader. “Natural” workgroup leaders were not supervisors or managers as we know them today. They were different. They were individuals whose NPS were aligned with one or more of the activities the workgroup they were leading was performing, executed it at a very high level, and had, as one of their innate talents, the leadership talent.
The term “natural” may not be one you are familiar with. It is most commonly used in reference to top-performing children, athletes, and musicians when they perform a task in which they have a natural ability. The term is also used about mothers, waiters, preachers, politicians, etc., who perform their job effortlessly and at a very high level. In the workplace, the term “natural” is most frequently used in describing a top-performing salesperson, i.e., “he or she is a natural salesperson.”
There are two definitions of a “natural.” The first is observational. A “natural” is someone who performs a job, task, or collection of activities naturally at a level well above the norm and or displays knowledge in a subject matter in which they have no education or training. The second is the technical definition, which is those whose NPS is aligned with the job’s optimal innate ability profile, task, or collection of tasks they are performing.
The Wiseman was keenly aware of this fact and that only “natural” workgroup leaders and not supervisors or managers have the innate ability to turn their worker’s NPS’ on, keep them on, and blend workers into top-performing teams.
#10 Living and working in environments that inspire and engage everyone to be the most magnificent version of who they were born to be
The final element of the Wiseman’s human development platform was comprised of the strategies they developed to ensure everyone was onboarded and committed to becoming the most magnificent version of who they were born to be. To do this, they wove their strategies and principles into the economic platform and each one of its eight pillars.
Their beliefs and strategies would have ensured every young adult would know what they were born to do, be, or create, the innate abilities they were born to do it with, and the optimal career path aligned with both. Each would know the principles of optimal human performance and be armed with a complete set of life skills and emotional competencies. The skills and competencies that would have ensured each could live independently and successfully in the tribe and live a life virtually void of personal problems. Each would be keenly aware of women’s secret power to make dreams come true and know how to be in and have an inspiring and emotionally fulfilling conscious, aligned, compatible, and respectful marital relationship. And finally, it would have ensured each young adult would be a top performer in the workplace, be led by a “natural” workgroup leader, and have the environment, at work and home, to become the most magnificent version of who they were born to be.
Four of the most powerful books you will ever read
Following the sequencing of antiquity’s greatest secret, the research turned to developing a 21st-century version of the platform for employers and the human development community. Over the next five years, the work resulted in a four-part book series and a ten-course, ten-day onboarding and life coaching program.
The four part book series includes,
Part One: The Gift. Here you will get a glimpse into the most powerful personal development platform ever created. And discover what you were born to do, be, or create, the innate abilities you were born with to do it, and the optimal career path that is aligned with both.
Part Two: Dream Makers. Discover the secret power of women and marriage and what every man needs to know. Dream Makers offers a new, different, and fresh perspective on marital relations through the lens of accessing the dormant potential of the human mind. A lens not governed by the dogmas of the behavioral sciences, marital and family counseling, religion, or cultural customs. Rather by the boundaryless principles which govern the optimal human performance.
Part Three: Life’s Little Repair Kit. Here you will be equipped with the knowledge and tools to develop a whole and complete inner child, understand the root cause of unwanted feelings, emotions, and behaviors, get unstuck, and become the most magnificent version of who you were born to be. Through life’s little repair kit, the 21 principles of optimal human performance, the top-performing parenting and grandparenting toolboxes, and developing a whole and complete life plan.
Part Four: Workgroup Leaders. You will spend over 75,000 hours in your life under the direction of a manager. You will not spend more time under the direction of any other person or persons in your life. Best case, you will spend 50,000 hours with your spouse, 38,000 with your mother, and 21,000 with your father. This makes these individuals the most important people in determining the degree to which you will become the most magnificent version of who you were born to be. Here we examine leader development and equip you with the knowledge and tools to be one, identify one, and build and lead teams largely comprised of top performers.
The onboarding version of Antiquity’s Greatest Secret adds two weeks to the standard enterprise onboarding program and provides employers with the ability to dramatically reduce employee problems, increase individual performance, and have an inspiring and top-performing culture. The life coaching version simply provides participants with the ability to know and become the most magnificent version of who they were born to be and eliminate unwanted feelings, emotions, and behaviors.
Conclusion
What we know now is you have accessed only a fraction of your latent mental abilities. That over 7,000 years ago, the prevailing leadership structure of the day and its supporting human development platform were changed. Forever inhibiting people from knowing and becoming the most magnificent version of who they were born to be, until now.
I’ve tried to identify research and studies for over two decades that invalidate the existence of the NPS without success. I have asked countless CEOs, professors, and consultants upon their review of the two platforms if they wouldn’t produce what they suggest. I have asked those in the related fields of psychology and leaders across the religious and athletic spectrum the same question. And I’ve asked thousands of people just like you. So far, no one has said it is not what it appears to be – the path that equips people with the ability to be the most magnificent version of who they were born to be. So, I leave you with the same question – is it what it appears to be?
Thank you for allowing me to share with you this brief introduction to Antiquity’s Greatest Secret. If you would like to learn to reserve your copy of part one in the series, please email me at doug@orggenetics.com.
ABOUT THE AUTHOR
Douglas Swallow is an innovator, intellectual property developer, author, and speaker on CEO and enterprise performance optimization. For 40 years, he has been unraveling the mystery of what enables top-performing CEOs, managers, and employees to deliver results 1.3 to over five times their equally profiled colleagues. His work has led to the solution to this mystery. But more importantly, to the development of a body of knowledge and collection of technologies that equip enterprises with the ability to increase their net income percentages to 30% above their industry and size of company average. Cut their employee problems in half. Increase their percentage of top-performing managers and employees to over 60%, shatter today’s 16% ceiling. And maybe, most importantly, ensure they have a top-performing CEO today and tomorrow.