BARDO Existence

In Tibetan Buddhism, Bardo means the state of intermediate existence. In the time between death and rebirth, anything is still possible for the soul, because the form of the new quality has not yet been decided. Symbolically, the state of intermediate existence is when sequential (routine-based) functioning is interrupted and a person falls out of their previous pattern of functioning. This situation is most often caused by a mental blockage or crisis. However, it is also possible to break the schema  from the inside in an inspiring way. If we follow our intuitions and stick to the new path, we may have to face losses, but success will surely happen.

The vacuum in the place of the chaos

Before a major shift, the force of inertia pulls the warrior down with such weight that all means of solution and escape seem hopeless. In the depths of truly significant barriers, there is always a vacuum that deprives participants of their previous routines to find solutions. A vacuum is fundamentally different from the ongoing challenges and problems that a manager faces on a daily basis. Leaders are accustomed to leadership, an active way of problem solving, and active participation in changing situations. When this is not possible and the traditional routine or active control scheme does not work to break down the barriers, a sudden silence occurs. The methods used so far are ineffective, a direct solution is not possible, there is no focusable goal, which would immediately show the way out. The worst part is that it is not possible to know what will be the next step, it is not possible to move towards the solution, a vacuum is created in which the usual operation does not help.






The real leader, the real warrior, develops the most in these situations, this is when he becomes a defining player in the community, a real flag bearer. It is in these situations when you decide who can count on who, and who has the internal management skills to deal with the depressing lack of prospects in the situation.

The only tangible option in these situations is to accept hopelessness, to face the limitations, and to realize that we must not ignore the problem, we must not force a solution, but before we do anything, we must better understand the situation itself.

The solution lies in the situation itself, but this hidden knowledge can only be grasped if the participants have the strength to face the chaos and can also interpret their own responsibilities in it. All real problems and difficult tasks have learning opportunities and have the secret of moving forward that needs to be solved in the situation itself. The progress in this case is not to force the solution routine, but to find a new, forward-looking report after understanding the situation. This new report will be the flag and compass of our development.

bardo consulting

New report

The prequels of the appearance of barriers or a  disease, is often not immediately visible, but there probably are prequels, and they are not independent of us. Recognizing this is difficult, often painful, and time consuming. At the heart of the problems is the potential for a clearer understanding of ourselves. You should not force an immediate solution because it will prevent you from finding the best opportunity and learning. It is important to find that new report, which helps to understand the prequels, and move us forward on our own new path.

Organizational Development

Our approach the Organizational Development basically based on the experiential learning and flexibly follow the organization’s needs. There is no one best way, process-consulting is built from currently emerging solving of business and organizational problems



Each organization lets the participants and their behavior be seen within its own specific interpretation system. The companies establish their method of observation and organizational culture that substantially influence their relationship with freedom.

All this will gain great significance, which will be intensified and reflected to people by culture as the determinant factor.


Leadership responsibility

In my experience as an organization developer determinant patterns usually spread from the top to the bottom, and it is mostly leader number one and the top managers who determinately set the dominant cultural observation scheme that affects the primary relations and expectations within the organization.

Coaching – Team coaching


methodologically coaching is a consultation process linked to a specially intense learning situation, resulting in extended professional competence, strengthened self-reflective learning ability and higher efficiency in systems thinking and decision-making. Its starting point is a reflective view on professional interactions and obstructions, on ways of cooperation and communication, on interpersonal (structured management), organizational and environmental (business) relations, and based on these, the preparation and elaboration of decisions that facilitate solutions.


The Process

The coaching is the place reserved for intense meetings between two people, where they enter into an alliance to walk together on a specific path of learning. They solve problems, take preliminary steps for decisions, and grimly face the shadows that appear along their path. The role of the coach is very simple: to awaken the warrior in the leader, and to reinforce him in his belief and resolution that in every situation he has absolute responsibility and at the same time absolute freedom. It is that simple.

Every important occurrence has a significant meaning, and in coaching we seek these meanings by looking at everything from the coachee, i.e. the client’s  point of view in order to better understand his role as a leader. Coaching is actually a great opportunity for the leader, since during the meetings, and at the sessions everything is about him, he is the focal point and everything is for his benefit; he is the beneficiary and not the executive. He is in the center just like a child who is learning to understand and (re)discover who he actually is as a person, and more importantly as a leader. The coach focuses his attention solely on him and assists him in establishing a connection with his inner warrior, his own better self. For me coaching is the story of strengthening the inner warrior, and the coach is a professional who is competent in support and guidance, understanding and teaching, affirming and confrontation, who is able to bring out the most from the leader in the best possible way.

Their association and cooperation is shocking yet light as a bracing spring rain that freshens the soil, after which we can still smell the fragrance of the soil and the rain before finally it all disappears. At the end of the coaching process both the coach and the leader will feel that it was a beneficial association, that they have received a great deal from each other, and have made progress in their lives. Then each goes his separate way.

Borderline Designation

For me coaching is a searching and meeting process through which the human face of the executive hidden behind the professional role unfolds with increasing clarity. We work with professional issues, conflicts, role dilemmas, blockages and getting bogged down in the difficulties in decision making, and our goal is to bring to the fore the already existing hidden knowledge (latent dimension), and to reinforce the professional personality. We are jointly seeking the ‘name’ that the leader specifically has, which is his very own. We want to bring forth the plus that is specifically his own, a part of his talent, a source of his identity. It may be covered by several layers of dust, buried in obscurity, and yet, it is still there, waiting to be unfolded, and unveiling it is only a matter of faith and determination.

In this search I consider keeping the boundaries clear and well marked the most poignant, most delicate issue: self-boundaries, boundaries of the personal and professional self, the boundary between coachee and coach.

Team Coaching:

Team coaching is the effective tool of improving small number groups, which is built from the solutions of current organizational or professional problems. The intervention uses team dynamics to focus on issues will make cooperation more effective and concrete action plans are being developed to processing tense topics.

Philosophy: The Inner Warrior

We all are born perfect and possess the inner mechanisms of progress, rejuvenation and self-healing. Everything is alright with us when our perception of our inner time is still intact and we do not measure ourselves according to the external world, but consider inner poise to be of paramount importance; we know what we need, what is essential for us and what is not. We naturally feel whom we can trust and whom we had better avoid since we have an inner protection that safeguards our integrity. We not only see with our eyes but also feel with our soul the subtle vibrations that reach us from every different direction, and instinctively avoid bad situations and angles of light. We know from within who we truly are, and we need no external verification. Our inner warrior is at his post protecting us against situations where we should display something different than what we actually are, and from people to whom we should bow or subjugate ourselves. Before we have to accommodate ourselves to external time we know precisely that what counts is not what we accomplish, but the way we are present in given situations, not how great our achievements are, but rather the way we create something. What matters, is not how other people look at us, but the way we  function together and the way we treat others and ourselves, not what others expect from us, but that we are at peace with ourselves.

The inner warrior is the guardian of the integrity and harmony of our true, genuine self, our original being. It guards the inner knowledge that is solely about us, where the whole picture is still in one piece, untouched. The Steadfast Tin Soldier is the guardian of the treasure of an archaic image of who we truly are and what we can become. Here potentiality and reality have not yet been permanently separated, as faith and trust from within holds together who we are with what we can become. The beauty of this image is that everything in it is at the right place, tranquil, yet in  flow. It has not yet been marred by the external world’s deceptive reflection of youth and beauty. It is not a reflection of relative forms and parts but an untouched image of oneness and wholeness. The inner warrior is the possessor of the gentle force, the adamantine and uncompromising guardian of the unity of body and soul.

He is dauntless, adamantine, he cannot be beguiled, sleeplessly he fights for truth, he cannot be led astray, for he can adapt to every situation, and if it is necessary, he can release everything. He is not attached to comfort and safety, therefore he can rise above anything and, if needed, anyone, but he never gives up his faith in revival, and in his hope for change. The inner warrior is the better half of us all, the invulnerable part of our souls; he always knows the right direction, he is aware of real values, and warns us when we fall back, when our legs give way or we are left speechless. The inner warrior is the true part of us all, the keeper of our real name. He is with us, even after we have long buried our hopes within, when we live by a feigned name and have given up our true selves for money or power. The inner warrior is able to revive and transform our lives at any time. He is sleeplessly watching over our dreams, hoping that one day we will make them true.

Physical Presence

Decisions fundamentally affect our emotional and energetic systems, our bodily presence and our self-composure. Although you can detect and analyze a decision on the rational level, it always involves some irrational elements. That is why we say that truly significant decisions carry some risk. Risk factors cannot be eliminated or nullified completely by rational analysis. A real decision is always more than rationally thinking over a possible solution. Making a decision is connected to our emotional state. If we are poised, if we are in harmony with ourselves, we are more ready to make even more risky or more far-reaching decisions.

So there is another important aspect to the decision-making process that would not eliminate the risk factor but would diminish it, and that is the intensity of bodily presence, the inspired state when you are able to focus within. In this way, on the one hand, anxiety is lessened, and on the other hand the consequences of the decision become more accessible or easier to accept. In my experience inner collectedness or intensified physical presence brings the unpredictable consequences of the decision closer, and alleviates the difficulty of ‘leaping into the depths in the dark’ and also affects the changes following the decision.



Energy-draining Games

 Energy is a major source of our lives and existence that everyone feels, seeks and utilizes. However, it is not widely known that one does not need to fight for energy. It is a long learning process until we understand that the most intense means of energy-flow lies in very consciously built positive cooperation. This is a difficult learning process, because in western cultures learning to consciously handle energy, the principle of establishing a positive, constructive and complementary presence do not feature in the textbooks and methodology of conventional schools. Our energy consumption is thus mostly controlled by unconscious patterns and we realize only later how much rigidity, how many wrong patterns and unconscious energy-draining games are latent within our activities. Although everyone feels that there are people who take from them, while some associations charge them, very few people know, that behind these experiences there are set behavioral schemes and patterns hiding what can be identified and changed.

The fight for energy often evolves in a natural way within the family, becomes consolidated at school, and then we carry it on to our business activities. Most of the time it is not because of the conscious fears and unpleasant experiences that the practice of manipulative space energy procuring develops. However, it is not exclusively through fighting that energy can be gained, and this is partly because it is a source that every one of us owns, and partly because the energy we gain through conflict cannot be stored, so this practice just leads to more and more fighting.

Few people know that energy is basically not a value to be obtained from others, but a foundation that we all have in unlimited measure, we just have to handle it consciously. Probably everybody can sense whether an appointment, a conversation or a meeting is tiring or, on the contrary, recharging for them. However, there are only a few people who can make a connection between the positive or negative experience and the patterns and modes of behavior present in the relationship.

Energy basically flows or gets blocked by attention. Whoever demands too much attention for themselves but cannot pay attention, drains energy. Fighting for attention can become a typical fixture in the participants of energy consuming executive meetings, in owners of posts within the hierarchy, and in situations of asymmetrical relations between colleagues.

Hunger for energy is often a more intense urge than hunger for physical nutrition. Physical hunger is not always easy to satisfy – as illustrated by the typical symptoms (bulimia, anorexia) of our modern life – yet to satisfy the hunger for energy (which is often latent beneath the physical need and urge) is as difficult as anything could be. Partly because it is not evident that energy can be gained through other means and not just through fighting, and partly because the hunger for energy overrules all other sublime perceptions and thus may become the dominant motive. Often we experience that our personal relations transform into a game of power even if the roles were initially defined and the relationship was symmetrical. Many intimate relationships and occupational situations fail just because the players know and follow a certain typical (usually unconscious) pattern of gaining energy and do not want or are unable to change it.