We continue with excerpts from a personal reading with Archangel Michael through Linda Dillon, from Oct. 18, 2017.
In this excerpt, we discuss how to say “no” to some proposals without falling into a conflict of interest.
Thanks to Linda for our reading and to Dana for our transcript.
Archangel Michael: What you are doing is you are entrusting [my financial advisers] to act with, and on, your behalf.
So, for example, when one comes forward and says I have this project and I have done my due diligence. I have done my, shall we say, my cultural assessment and there are things that have need to be adjusted but this area is ready to go.
Now your concern – I won’t call it worry – your concern would be, “Oh, I am not sure. I am not sure. I better have an assessment done.” Not necessarily. In your body, in your heart, in your gut, in your mind, if you feel that this is a “yes,” then simply go for it. So in this way what you are doing is sharing that authority.
Steve Beckow: Let me stop you there, Lord, if you don’t mind. As long as my decision is a “yes, I will go with this project,” there’s no cause for concern. But I worry that if the decision is a “no” and it’s based upon my consulting my insides, I leave myself open to the charge from people that I’m just funding what I like and not what I don’t like.
So I lean towards having a defined process for the “no’s” so that people can be satisfied that they’ve been given a fair hearing, fair consideration. Do you know what I am saying?
AAM: You are afraid of being judged.
Steve: Yes, well, not I per se but the Michelangelo Fund, yes. I fear the charge that the people that are making the decisions are just doing it on the basis of how they feel.
AAM: It is not and you have misunderstood me then.
Steve: Oh, I know, you didn’t say do it on the basis of how you feel. I know that but it’s the perception I have to worry about, legally. It’s the perception of a conflict of interest that triggers downstream events. Lack of impartiality is also a perception. In human law, it’s not necessarily the act that triggers the legal investigation. It’s doing things that give rise to the perception of a conflict of interest or lack of impartiality.
AAM: But you are also erecting potentialities of conflict of interest or disagreement just by thinking of it.
Now, this is important. When you have this sense of “no,” then between you and your trusted advisor and perhaps a third trusted advisor within this cadre, sit down – and I’m not talking months or years – sit down and examine where does this “no” come from?
If it is coming from a deep realization that this could be a hornet’s nest (1) then there is a decision to be made of whether the transformation of that organization [under consideration] is worth the effort or whether they need to be put aside to do their work a little further and then come back to you.
Now this is something that you’re going to find often happens. You’re going to say, not flat-out “No,” but “No, not right now.”
Because think of this: Your immediate “yes’s” are those that are grounded in the plethora of organizational checkboxes, if you would, that have need to be met in order to say “Yes, let’s go.”
If there is a percentage of “No’s” and lack of readiness, (not compliance) but readiness (and there is a difference) then there needs to be a “You have some work to do. We suggest you work on A, B, C and D and come back to us when you have.” (2)
There is no shortage, absolutely none, of areas [in the world] that need to be addressed. And so what you are doing with your, “No, not now” is you don’t want to begin any foundation or any project [yourself], let me be very clear about this, where there is so much groundwork to be done. (3)
Not initially, because what happens then is you become bogged down, overwhelmed and feel as if the task at hand becomes insurmountable. So think of it in this way, both for you, for your team, for the organization and for the planet, you need a few wins under your belt. (4)
When you feel that there is a potential conflict of interest, then bring it to your trusted team of seven, for a vote. Stand back, declare yourself, recuse yourself and let them take the direction. In this way you avoid that pitfall of feeling that you are putting yourself, exposing yourself to these kinds of charges.
(1) Say, the organization is known to be a front for the cabal.
(2) All very helpful to a guy with minimal business background.
(3) He and Gabrielle have said that we should take small steps at first so as not to overwhelm myself. Do the things right now that can be easily done. Get our feet wet. Work out the kinks. And then get bigger.
(4) Get grounded first. Get some experience under your belt.