the world with their core competencies.4 It takes time, and patience, and determination, and vision, and a set of values so that with every turn of the giant flywheel momentum is built. And because it is a shared vision, they are able to do so much more than any single person can do individually.Great Companies are characterized by a vision that transcends the individual. It is a vision that truly makes a difference that is meaningful and that makes meaningful what everybody does to contribute. And great companies are led by great leaders who are able to structure things so that people are growing, learning, having fun, contributing, making a difference, and actualizing their highest and best. In other words, they are leading self-actualizing people.They key to this and the sign of this is engagement. People are engaged. People are completely and delightfully engaged. They are the right person for the job and are able to actualize their best potentials in that job. The opposite is dis-engagement. And where there is dis-engagement, people are bored and impatient. They feel out-of-alignment with themselves and the company and so they are just barely there in mind and heart, even if they are punched in on the time card. And when you have that, retention will then be a major problem.Obviously, the culture of a self-actualizing company radically differs from the old rigid bureaucratic culture of a command-and-control leader. Companies that are open and welcoming of a self-actualizing culture have found ways to activate the powers of people their mental powers (I.Q.), their emotional powers (E.Q.), their linguistic powers and their behavioral powers. And with these powers, they tap into their spiritual (or inspirational) powers (S.Q.).And what happens then? Well, most of the problems of the old kind of leadership and organizational structure disappear motivational problems, engagement problems, problems of resistance, rigidity, refusal to change, secrecy, underhanded competition, power relationships, etc. Now the secrets of a well-formed organization will more easily emerge team spirit, creativity and innovation, openness to change initiatives, people taking responsibility, people looking for and enjoying feedback, etc.Author: L. Michael Hall, Ph.D., a psychologist who models the psychology of excellence in human performance, author of numerous business and communication books, Games Business Experts Play; Unleashing Leadership, Unleashed, Communication Magic, etc. Dr. Hall co-founded the fields of Neuro-Semantics and Meta-Coaching and has been presenting the content of his third book in self-actualization, Unleashing Leaders, in many different countries. www.neurosemantics.com www.meta-coaching.orgReferencesAbraham Maslow created the paradigm shift in psychology in the late 1930s with his modeling of self-actualizing people. Douglas McGregor then applied that new bright-side or growth psychology to business with his 1960 book, The Human Enterprise, in which he introduced the terminology of Theory X and Theory Y.See Unleashing Leadership: Self-Actualizing Leaders and Companies (2009).For more about the Self-Actualization Quadrants, see Unleashed (2007) or Self-Actualization Psychology (2008) by Dr. L. Michael Hall; available through Crown House Publications as well as from Neuro-Semantic Publications.Jim Collins (2001) introduced five levels of leadership in his book, From Good to Great. New York, Harper Business.