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realize before a larger number

of people become human-

centered leaders.”

There are several roadblocks

that can impede a leader’s

human-centered progress. Dr.

Demartini, although he did

not name names, shared an

anecdote of a pharmaceutical

company’s CEO who had sold

out for economic reasons—

although this man loved

education, and had always

seen himself becoming a

professor, instead took a

higher-paying job in a less

desirable field because he

didn’t believe he could make

enough money teaching. Now

this man makes a living, then

escapes his job.

“If you’re not doing what you

love to do, you’ve missed

the mark,” Dr. Demartini said.

“Once you have meaning and

purpose in what you do at

work, it doesn’t feel like ‘work’.

You’ll find these people will

work even when they don’t

have to, because it’s fulfilling.”

Immediate gratification can be

an enemy of human-centered

leadership as well. Leaders

of large, publicly-traded

corporations and companies

are often subject to meeting

quarterly or annual results,

which can mean caving to

shareholder pressure to match

or surpass financial goals. This

can often lead to ignoring or

putting off employee, customer,

environmental, or other

concerns that could eventually

improve results, but not soon

enough to meet expectations.

Being a leader is oftentimes

not an easy job: being a great

leader is near impossible, but

being a good person doesn’t

have to be difficult. If we

never forget that business is,

in fact, about people, we can

begin navigating the path to

becoming human-centered







masses, it’s in the heart of the masters.”