The simplest practical definition of manifestation is setting conceivable and tangible outcomes and achieving them by taking the optimal path. In business, there’s a catch, though. It should be easier to manifest in business than in private life (considering experiences and the strategic, project management and controlling tools in place).

Desired outcomes in private life are often oriented towards fruitful relationships, health, abundance … outcomes that prove far more challenging to define clearly. In business, it is simpler: leaders map the projections, set the goals, design the plan of attack and send an army of team members to achieve them. Yet it’s this very army of manifestors that is so prone to making a mess out of their leader’s desired outcome. One is no longer solely responsible for their manifestation. In business, everyone manifests—but this time, together.

Defining the path (the “how”) instead of the desired outcome (“the what”) is a common reason why leaders can’t get their teams to see, buy into, and meaningfully (!) contribute to their vision for the future of the organizations or its projects. People who are only given the instructions without knowing the final destination, naturally seek reasons to keep to the standard ways, follow the norms and mold to the general public beliefs. It’s hard to define one’s own organizational future with such a team. The cause as well as the solution to this limbo lies in the leader’s hands. 

Defining the entire path a team will take towards an outcome upfront closes everyone’s ability to notice more effective, easier options to reach it. It not only makes the way harder, steeper and longer than necessary, but prevents the possible creation of even better outcomes than initially expected. (This was the case for the founders of the tech unicorn Outfit7, who manifested the sale of their company for $100 million, but due to not sticking to a predefined path, exited for $1 billion in the same predefined time.)

Passion fuels manifestation

Passion is a fiery feeling of love or enthusiasm for something, in this case for the outcome that a team is manifesting. It is the optimal form of energy for fueling the realization of a manifestation – wild with a healthy disregard for established beliefs, bold to walk its own path, attractive to magnet in support in all forms, and infectious among team members.

Because of its “inflammable” nature, passion (like gasoline) can be dangerous in a business setting, triggering burnouts or heated conflicts. Deploying passion safely requires one to carefully direct their passion towards things that need to be done, and handle it with respect towards oneself and others. The greater this fuel tank of a team’s passion is, the further they can realistically aim, following through their outcomes that are out of reach for others.

Lack of passion can show a weak desire for the defined outcome, misalignment of the defined outcome with organizational purpose or a weak connection of the team with the purpose. Most often, though, impassionate employees harbor disbelief in the outcome or other, usually subconscious, limiting beliefs like unworthiness, powerlessness, unacceptance, loneliness ...

Feel like you already have it

Checking the feelings about the defined outcome – positive but especially negative ones – helps allocate potential lack of passion, possible blockages or even illusions about what reaching that outcome would unlock. It’s cheaper to realize that a certain goal will not make one feel fulfilled and not put the organization in the desired position before going into a fully fledged project execution.

To be able to avoid mental constructs and biases when checking the feelings about the outcome, the goalsetter(s) can take some time in peace, calm down and achieve a deeply relaxed state of mind (one lowers brain waves to alpha or even theta state). Such a state allows a shocking reality-check of the real feelings associated with the outcome. Experiencing negative feelings indicates potential blockages that require special mitigation so that the team can achieve the manifested outcome as straightforwardly as possible. 

Spending energy on drafting assumptions that grow into plans B, C, D … has a double negative impact on the manifestation. Writing of alternative scenarios consumes the initial passion, intended for the creation of the original desired outcome. Simultaneously, such tactics against one’s own manifestation suffocate faith in oneself and the entire team, leading to a drop in excitement and a lesser ability to raise passion further down the road.

After a manifestation is defined and set into action, the whole Universe works towards its realization. If you or your team has a lot of passion and feels that the outcome is conceivable to them, the only left thing that can block progress are conscious and subconscious limiting beliefs.

Emerging to the surface as gnarly challenges that paralyze a person in business and private settings alike, these limiting beliefs pause the realization of one’s manifestation until they are precisely recognized and mitigated (e.g., an employee in sales can’t deliver results because, deep down, she feels that money turns people bad, so the leader transfers her to an internal department). However, re-clothed challenges will keep on reappearing at the next vulnerable moment until the limiting belief is healed.

With their own example, leaders can best show to their team the benefits of courageously facing and healing limiting beliefs, refueling and revealing their passion, clearly defining objectives, and taking the necessary actions. Such leaders will find it easier to build a team that not only sees the same vision, but wholeheartedly feels it’s possible. At best, leaders help their teams take each step with the feeling that they already have the desired outcome. 

The leader sets the tone and level of consciousness present in their team’s creative journey. However, each individual on the team is responsible for digging out and healing their own limiting beliefs, plugging into the passion around the desired outcome, in order to co-create to their highest potential.

Leaders can initiate the conversations to see where people’s beliefs, passions and desires are. They provide the tools that unveil bits of the subconscious mind, or create a safe environment in which to discuss this unorthodox business subject. Beyond that, each team member needs to be responsible for which beliefs they bring to (or detract from) the organization and how much passion is poured into them. All of it counts towards the final outcome in addition to one’s job skills.