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What
TYPE OF PERSON
am I ?

CR a z Y Z o o !

"KNOW
THYSELF"
made easy

How do I make decisions ?
What is my main motivation ?
What is my main fear ?
What are my leadership qualities ?
What traits do I need to strengthen ?
What tendencies do I want to control better ?
What is my way to success ?

Find out how you tick and how other types of persons tick.
Learn to maximize your inborn motivation and your strengths.
Become the champion who states with confidence: "No matter
how good I am now,
I can always be better and greater!"

F r i t z R. G l a u s

CRazYZoo!
Published through Lulu Press, Inc.

All rights reserved
Copyright © 2006 by Fritz R. Glaus

Interior Book Design and Layout by
www.integrativeink.com

ISBN: 978-1-84728-623-9

No part of this publication may be reproduced, stored in a retrieval
system, or transmitted in any form or by any means electronic,
mechanical, photocopying, recording, or otherwise, without the
written permission of the author or publisher.

Knowledge in itself is nothing
It is understanding which is needed
To understand one must know oneself
Man has everything within him

— Gurdjieff

TABLE OF CONTENTS

ACKNOWLEDGMENTS ................................................ix

PREFACE ....................................................................xi

YOU AND THE PLAYERS IN THE CRAZYZOO! STORY ... xv
Get involved as a reader-participant

CHAPTER 1: AISLIN, A BOY WITH AN UNUSUAL
TALENT ...................................................................... 1
The three rings of color. People's puzzlement and lack of
interest. Aislin makes acquaintances in the zoo. Aislin's
dream of a zoo without cages or fences. Aislin the
zookeeper. Aislin trains the animals.

AISLIN'S TRAINING CHART ........................................................ 8

CHAPTER 2: LEO THE “DOER” LION.........................11
Difficulties of adaptation to the new freedoms. Worries
about experts and about the public. Leo's fight to the death.
Leo's impatience. The CRazYZoo! newspaper article. Leo
learns from Eden how to be more diplomatic. Leo learns
about self-esteem. The warthog reward.

LEO'S CHART – THE IDEALIST ............................................. 32

CHAPTER 3: EDEN THE “WOOER” LION ...................33
Tendencies of unhappiness. Casimir helps Eden to identify
the causes of unhappiness. Eden's overindulgence. Reduced
team confidence. Eden learns to focus. Eden struggles with
vanity. The game session and a lesson learned. Improving
personal balance.

EDEN'S CHART – THE INSPIRATOR.........................................49

CHAPTER 4: CASIMIR THE "DOER" ST-BERNARD .....51
Casimir's discreetness and sensitivity. The talent of focus and
excessive detail. Casimir's coolheadedness. His fear of
emotional conflict. Coaching by Udo. Casimir learns to
balance solitude and involvement.

CASIMIR'S CHART – THE PARTNER .....................................61

CHAPTER 5: UDO THE "WOOER" ST-BERNARD ........63
Abner, the disliked Chairman of the IGRC. Udo's reputation
as a helper. The Alric case. Too many tasks given to Udo by
the unappreciative Abner. Udo's exhaustion. Urban comes
to the rescue. Living for others and the fear of attachment.
The need for everyday comforts. Establishing balance by
learning to say "no". Udo replaces Abner.

UDO'S CHART – THE SUPPORTER............................................77

CHAPTER 6: URBAN THE "WOOER" FOX ..................79
Urban's strength: ideas. His self-doubts. Ernest tells Urban
to "lighten up". The fear of lack of control. Urban learns
when to stop defending his point of view. Ernest facilitates
active listening for Urban. Urban sets stretch goals that are
attainable. Urban's strong need for change is a problem for

his team. Urban wants a team of INNOVATORS only. The
role play exercise. Urban's check list.

URBAN'S CHART – THE INNOVATOR ..................................... 93

CHAPTER 7: ERNEST THE "DOER" FOX ................... 95
Ernest examines his own unbalance. Trying too hard to get
to the truth. The committee that Ernest sent back for more
research. Ernest saves face. Over a hundred personal goal
options. Leo helps Ernest to know when analysis is required
and when not. Ernest becomes a highly effective decision
maker.

ERNEST'S CHART – THE PLANNER ................................ 106

CHAPTER 8: REVIEW OF FUNDAMENTALS BY ERNEST
AND LEO..................................................................109
Always look at yourself in relation to all six classic types. The
three important functions or intelligences. The "Doer" and
"Wooer" difference. The importance of learning from the
type that follows one's own.

CHART: "USE OF FUNCTIONS OR INTELLIGENCES" ........ 113

The behaviors that turned Leo into an exceptional leader.
Knowledge about types incorporated in all training
programs. "A good knowledge of types leads to an attitude
of openness, tolerance, cooperation, readiness for change,
and a desire to continuously find improvement".

CHAPTER 9: YOUR KNOWLEDGE OF TYPES ............ 117
Your improved interaction with people.

ADDITIONAL STUDY ............................................................... 118

ESSENCE AND PERSONALITY.................................................119
COMBINED TYPES ....................................................................125
THE CENTER OF GRAVITY .....................................................127
CHART: THE CENTER OF GRAVITY ......................................129
THE SUNNY KIND ....................................................................132
MALE AND FEMALE, EMISSIVE AND RECEPTIVE ..............132
PRACTICAL TRAINING .............................................................134

ACKNOWLEDGMENTS

I want to thank Stephen Goldberg, President of
OPTIMUS PERFORMANCE INC, and his team of
facilitators, who not only read the manuscript and
helped me shape the CRazYZoo! story, but who
regularly purchase my Type of Leadership and Team
Development program, which incorporates the
TYPES OF PEOPLE methodology and which they
facilitate with their clients. They have observed in
participants a quick and sometimes dramatic
improvement in team spirit resulting from the
reduced defensiveness and aggressiveness and the
greatly improved openness they gain from the
TYPES OF PEOPLE methodology. Their results are
living proof of the benefits available from using the
methodology as illustrated in the CRazYZoo! story.
My thanks go also to Bernard Berzi, President of
BEJICEL INC, Consultants in Management and
Production Enhancement, for whom I have been a
facilitator of BEJICEL's programs of Supervision
and of Teamwork for many years. In the last few
years I have, with Bernard's approval, introduced
TYPES OF PEOPLE exercises during my

x — CrazYZoo! —

facilitation, in an effort to help participants to
assimilate the BEJICEL course material more quickly
and to apply it better in practice. Bernard provided
me with invaluable feedback which confirmed the
optimistic expectations I had concerning the positive
effects of those exercises on BEJICEL clients. His
feedback helped me to continually develop the
TYPES OF PEOPLE approach and to find the
courage to start writing this book.
Special thanks go to all the members of my family
who each added their personal input, which they
gave as private citizens not involved in corporate
training or consulting. I thank my son Stephane for
his insight in connection with clarity of approach,
and my son Franz for volunteering to apply the
methodology, successfully I might add, to a special
situation. After my sister Frida read CRazYZoo!, she
helped me correct a rather embarrassing inaccuracy
about the life of lions in the wild, and my brother
Karl, the realist, pointed out the naked truth about
publishing.
A huge amount of credit goes to Madeleine, my
wife for all my married life, who has always buttered
me up at the right moment and who has the knack of
telling me with precision when I should stop splitting
hairs and get to the point. She has been of invaluable
help in editing the parts of the manuscript that
required putting things in a nutshell.

PREFACE

I have been developing the TYPES OF PEOPLE
methodology that "CRazYZoo!" illustrates during years
of work as a trainer attempting to be as effective as he
can be. I have always felt that for my leadership and
teamwork training to be more effective I needed to find
a method that helps participants to grow in team spirit
by learning to communicate more openly and less
defensively. I had come to the conclusion that to
achieve this I needed to somehow enable participants
to gain the type of self-knowledge that leads to
improved self-worth and self-assurance and to reduced
defensiveness.
Over the more than 25 years of facilitating
management, leadership, and team training, I have tried
out many different methods. Some of them turned out
to be excellent tools of evaluating candidates in
recruitment or promotion competitions, but none were
suitable for on-the-go learning and exchange within a
group undergoing leadership or teamwork training. I
needed an approach that would allow participants to
discover their own qualities and shortcomings step by
step and share their accumulating learning with the

xii — CrazYZoo! —

other participants. In addition, this self-learning and
learning about others needed to be complementary to
and supportive of the subject matter of the training,
namely leadership and teamwork, so that it could be
intertwined progressively with the subject matter.
The final product, as elucidated in "CRazYZoo!",
is the one now used during leadership and teamwork
training, both by me and by several of my colleague
trainers, and it turns out every bit as effective as I
hoped it would be. It addresses many of the needs
that trainers are expected to satisfy. Perhaps the most
important is the need to help participants grow their
self-esteem. The TYPES OF PEOPLE methodology
is easy and straightforward. From the word "go"
participants are made to feel at ease. As they get
involved in the first exercise, that of choosing one of
three animals, the ice is broken. In exercise after
exercise, participants learn a little more about
themselves and about others, their self-esteem keeps
growing, and by the end of the leadership or
teamwork course they have gained an overall view of
all six classic types. They realize that every type, not
just their own, has strengths and shortcomings. The
participant no longer focuses on himself alone but
has a global or holistic view of all types. He sees his
own type, with its qualities and shortcomings, as one
of six types who all have their particular qualities and
shortcomings.
The results are nothing short of spectacular in
terms of growth of open- mindedness, tolerance,
self-esteem, and ability to work with others and to

— Preface — xiii

help each other. Communication improves, meetings
become more effective, team problem solving
becomes a reality, management-employee relations
become more productive. As well, many a participant
has reported that those improvements have carried
over into their personal life, greatly improving
communications and relations with family, friends
and personal contacts.
What's more, even clients not participating in
group training but coached individually in the
TYPES OF PEOPLE methodology are just as
enthusiastic about the positive effect their new
understanding of themselves and of other types of
people is having in their lives.
The TYPES OF PEOPLE methodology
elaborated in "CRazYZoo!" reflects some of the
same basic thoughts and approaches that are used in
other typology systems, such as the Myers-Briggs
typology, and like the latter it is influenced by the
thinking of the Swiss psychologist Carl Jung.
G.I. Gurdjieff, who was an extraordinary thinker,
also talks about different types of people in his
writings, but he does not spell out a specific system
or method of typology. However, some of
Gurdjieff's followers have done so. One of them,
Susan Zannos, provides detailed information about
the basis and the origin of the study of human types
in her book "HUMAN TYPES". She points out that
the study of human types is very ancient, in fact far
older than recorded history. Her concepts are also
reflected in "CRazYZoo!", as are the views of

xiv — CrazYZoo! —

Gurdjieff, of course, whose science belongs to the
knowledge of esoteric schools of antiquity.

YOU AND THE PLAYERS IN THE
CRAZYZOO! STORY

This story is about unusual zoo animals trained
by an extraordinarily gifted young man named Aislin
to get along better with each other and with people.
You are being asked to play along in the story by
involving yourself in it. You do this by making
certain choices, once before starting the story and
once while reading the story.
Your first choice is as follows.

Choose which one of the three animals described
below resembles you most: the Lion, the Saint
Bernard or the Fox? According to popular
notions about animals:

• The LION occupies the role of the king of
beasts; he knows how to assert his powers
and his strengths; he also assumes his
responsibilities as a protector at all times.

xvi — CrazYZoo! —

• The SAINT BERNARD manifests
gentleness, loyalty and readiness to help.
He finds persons lost in the snow and
proffers aid and comfort to them.
• The FOX shows craftiness and slyness
and always outwits everyone. A strong
survivor and full of ideas, he demonstrates
great versatility and adaptability.

NOTE: It is important in this exercise to
consider the three animals as equals. None of
them is either superior or inferior to the other
two. The three are different, but they are equal.

Which one of the three animals resembles you
most? You no doubt possess some characteristics of
all three; this is normal. However, you must choose
the animal with the strongest OVERALL likeness.
Make your choice by following your instincts rather
than by analyzing. Following your instincts will help
you reach the right conclusion quickly. Please tick
below.

__ LION
__ SAINT BERNARD
__ FOX

Great! You will have a better read after making
this choice.

— You and the Players in the CrazYZoo! Story — xvii

Later in the story you will be asked to make
another choice. You see, there are two different lions,
two different Saint Bernards, and two different foxes.
You will be deciding which of the two is more like
you.

CHAPTER 1
AISLIN, A BOY WITH AN UNUSUAL TALENT

Once upon a time there lived an unusually gifted
boy called Aislin. His name is derived from Celtic
and signifies a dream, vision, inspiration. Aislin's
dream was a world where people understood each
other and lived in harmony.
Aislin's unusual gift was his inborn ability to see
three rings of color around people. The three colored
rings would be arranged in a different order for
different individuals. In some persons, the first ring
would be red, in others it would be blue, and in still
others it would be green. Aislin discovered early that
people whose first color was red would look and act
differently from those whose first color was blue or
green. He then observed that the second color was
not always the same either. For instance, some
individuals whose first color was red would have blue
as their second color, whereas in others green would
come second to red. The same kind of variation was
evident in individuals whose first color was blue or
green.

2 — CrazYZoo! —

Aislin learned from observation that the second
color in people gave additional clues as to what they
were like. For instance, his father, whose first colored
ring was red and his second ring green, was a
policeman who strongly believed in law and order
and always defended the underdog. But when things
didn't go his way, he could become impatient and
sometimes even violent. However, Aislin's uncle,
whose first color was also red, was much different
from his father. He was a successful businessman,
liked to have parties, and had many hobbies that he
was good at. The less admirable side of his uncle was
his tendency to think too much of himself and to
treat his employees like his children. Aislin noted that
his uncle's second color was blue, not green like his
father's.
Aislin observed similar differences in blue people
whose second color was different. The same was true
for green people. Because of this insight, Aislin had a
way with people. People were amazed, because they
felt that the boy could "see through them". Aislin
was looked upon as a boy wonder. At first, Aislin
couldn't understand why people made so much fuss,
as he thought that if everybody looked at the colors
of others they would soon learn to get along better
with them. Of course, he soon learned that other
people could not see the rings of color.
People found Aislin's gift strange. While they
were amazed at his maturity in dealing with people,
they were also puzzled because of the strangeness of
it all. After all, Aislin was just a boy, and it was

— Aislin, A Boy with an Unusual Talent — 3

awkward to deal with him like with an adult. Nobody
wanted to talk much about the whole thing, because
people felt it was just a little too weird. They couldn't
understand it and felt uncomfortable with it.
Aislin would have liked people to find out about
the colors that surround each person and he was
unhappy that his ideas were being avoided by the
world. He continued to be absorbed in his thoughts
and spent most of his energy trying to make sense of
people and of the world.
Then one day Aislin's mother took him to the
zoo. Aislin was fascinated by the animals. He
discovered that animals too had three colored rings
around them! He was most taken by an imposing lion
with an abundant mane whom he named Leo. Aislin
could not stop looking at Leo sitting there
majestically and looking back at Aislin. It was as if
Leo and Aislin communicated with each other. His
mother decided to let Aislin spend some time in
front of the lion cage and sat down on the bench a
few yards away. She had brought a book to read in
case of such an eventuality.
As soon as no-one else was around, Aislin started
to talk to Leo: "Hi Leo, you are such a nice lion. Did
you know that I can see rings of color around you?
Your main color is red. The next one is green and the
third is blue. I know that when you get mad, your red
color becomes very intense and the green and blue
diminish. But when you calm down, your colors
become normal again". I know, because my dad is
like that.

4 — CrazYZoo! —

Leo seemed to listen to Aislin. His head even
went up and down and Aislin was sure that Leo was
telling him that he understood. Aislin continued:
"You know Leo, your friend over there (pointing to
the big lion not too far to the right of Leo) also has a
nice red ring around him, but his second color is
blue, not green like yours." Again Leo seemed to nod
at Aislin's remark. Leo added: "That's why you two
are different. Your friend does not get upset as easily
as you do, and he likes to have a lot of fun". As
Aislin finished talking, the other lion got up and
started moving around in a peculiar, back-and forth
circular motion as if he wanted to be amusing and
funny. Aislin was excited and started imitating the
movements and laughing out loud. He shouted: "You
are funny, Eden!" He had instinctively given the
other lion the name Eden. Names for animals
seemed to simply come to Aislin's mind from
nowhere.
It was difficult to pull Aislin away from the lion
cage. He wanted to stay longer, and he also wanted to
see more of the other animals. Unfortunately for
Aislin, his mother had to return home. But before
leaving, Aislin had his mother promise that they
would come back soon. His mother was very happy
about Aislin's enthusiasm.
On the way out they passed by the cage of the
foxes and Aislin saw one whose main ring of color
was a beautiful green. Its second color was blue and
the third red. Aislin imagined talking to the fox the
way he had talked to Leo the lion. But there was no


time. He resolved to talk to him the next time. He
would call him Urban. As they were leaving the
foxes' cage, Aislin pointed out to his mother another
fox who also had a beautiful green ring around him
and whose second color was red rather than blue.
"Mom", he said, "you know that fox there is much
different from the first one. He plans and is well
organized, but the first one we saw is much more
curious and more innovative". His mother just
nodded, wondering where Aislin took all this
information. The name that popped into Aislin's
mind for the second fox was Ernest. He was eager to
talk to Ernest as well on his next visit.
As they got to the exit of the zoo, Aislin's mother
asked the zoo keeper about the opening and closing
hours, telling him that her boy Aislin was in love with
the lions and with the foxes and wanted to come
back soon. The zoo keeper said to Aislin: "When you
come back, Aislin, come and see me and you can ask
me questions about the lions and the foxes". Aislin
thought that was nice, but what attracted his
attention at that moment was the big Saint Bernard
dog by the side of the zoo keeper. It had such a nice
face and the main ring of color around him was of a
marvelous blue, accompanied by green and some red.
Aislin petted him and said: "Hi Udo, you have such
nice colors". The zoo keeper was surprised at the
name Udo and asked Aislin: "Why do you call him
Udo?". Aislin replied: "It's a good name for him".
The zoo keeper did not argue. He added: "Udo has a
brother who likes to keep more to himself; do you

6 — CrazYZoo! —

want to see him?" Aislin eagerly agreed. The zoo
keeper brought Aislin and his mother behind the
building where they saw another beautiful Saint
Bernard. He was a little smaller than Udo, and Aislin
noticed that his main color ring was also blue, like
Udo's, but his second color was red rather than
green. The zoo keeper asked jokingly: "What would
you call him, Aislin?" Aislin replied without
hesitation: "I call him Casimir". "Why Casimir?"
asked the zoo keeper. "Because I think that's who he
is - Casimir", replied Aislin. He thought to himself:
"Adults ask funny questions!"
Aislin went back to the zoo often. His mother
accompanied him at first, but soon Aislin returned by
himself. He helped the zoo keeper with all kinds of
chores and the zoo keeper saw in Aislin a remarkable
talent in dealing with animals. Aislin seemed to
communicate with them. The animals seemed to be
drawn to Aislin. They were expecting him and where
happy when he arrived. He not only played with
them but was also able to make them do things that
amazed even the zoo keeper. All animals listened to
him like highly trained dogs listen to their master.
The news about Aislin's unusual talents made the
rounds and when he was still a teenager he was made
assistant zoo keeper. The zoo keeper himself, who
was getting on in years, was pleased because he had
been wondering for a while who would be taking
over on his retirement in a few years. When he did
retire he was able to recommend Aislin as a highly


competent replacement. Aislin became the youngest
zoo keeper in memory.
Aislin was happy, and he had a dream. His dream
was to train the animals to live in harmony with each
other and with the human visitors without being
housed in cages. No cages and no fences.
He had lengthy sessions with Leo, Eden, Casimir,
Udo, Urban and Ernest. The animals responded
positively. They could all see the color rings. They
had no trouble understanding what he was talking
about. Nor were they afraid of change as much as
people were. They learned easily. They were eagerly
awaiting the day when they would be fully trained
and allowed to live outside their cages.
Together with the animals, Aislin developed a
system of assigning leadership roles to the six animals
in accordance with their colors. He concluded that
the six animals in the group represented the six basic
types. He gave each type a name and added what
motivates each type as well as what the main fear of
each type was. He also described each type's main
qualities as well as the tendencies each type had to
watch for. He drew up a training chart and reviewed
it in detail with the six animals. The group found that
the chart summarized well what they were like and
what they had observed together. It was of great help
in working to continually improve their understanding
of themselves and of other animals as well as of
people. Here is the chart:


The animals knew that the day was near when
cages and fences would be removed and they could
move freely around the entire territory of the new
zoo. They all resolved to use and develop their
qualities and to not let their fears take over. They had
developed strong leadership abilities and Aislin was
confident that things would work out well for them.
They would be able to look after themselves as well
as after the other animals assigned to them. They
would be able to respect the territory available for the
free zoo and provide the leadership required so that
other animals would do the same.
That optimism and resolve demonstrated by
Aislin and his team were put to the test from day
one.

CHAPTER 2
LEO THE “DOER” LION

Adaptation to the new freedom presented many
challenges and more than a few surprises. There was
not only the challenge of adapting to an open
environment. There was another challenge, that of
wild animals that were now drawn to the free zoo
territory. They wanted the territory for themselves as
well as the food and water. It was the task of the six
trained leaders, with the help of their teams, to keep
unwanted animals out of the zoo territory and to
accept animals willing to live by the rules of the free
zoo and be integrated into the teams. Then there was
the challenge of hunting. One of the rules of the free
zoo was that all zoo animals had to participate in
developing food autonomy through hunting, not only
in the zoo territory but also outside of it. This was
again done under the leadership of the six trained
animals. Then there was a certain risk connected with
the two Saint Bernards. They were domesticated
animals, not used to coping with animals who were
wild by nature, especially animals who had never
lived in a zoo. Aislin had insisted that they be part of

12 — CrazYZoo! —

the group of leaders. He was sure they were the best
representatives of animals with a blue color ring.
Even though some of the scientists and other experts
involved in the decision where skeptical, they were
unable to provide a meaningful opposition to Aislin's
plans, for they didn't dare to put in question Aislin's
abilities with animals.
But the thing that worried Aislin most was the
reaction of the experts and of the public. He knew
that the skeptics would pounce on every opportunity
they could find to criticize Aislin's free zoo project.
And he also knew that the public could easily be
swayed by critics and fear mongers. But Aislin would
not be deterred. He was confident that things would
work out eventually.
As was to be expected, all six animals had their
difficulties in assuming their leadership roles as
planned. However, Leo struggled most of all. He
found it particularly hard to control his strongly
aggressive nature. He had done well in training, but
in the totally free environment he seemed to forget
everything he had learned. He was now dominated
by his inborn need to be clearly in charge. Leo was
being challenged left and right, especially by some of
the animals that didn't come from the zoo. Leo's
instinctive reaction was to deal firmly with anyone
who put his leadership in question.
His main challenger was a large lion who had the
same temperament as Leo and who also wanted to be
in charge. This lion came from the wild, hadn't been

— Leo the "Doer" Lion — 13

trained, and wanted to take over. Leo confronted
him and a fight ensued.
Even though Leo had all the necessary fighting
instincts, during his life in the zoo he had not had the
opportunity to practice the skills needed in a fierce
fight. Leo was clearly the underdog in the initial
phases of the fight. He was aggressive but not careful
enough. His opponent suddenly tore a gashing
wound in Leo's left shoulder. This only made Leo
more aggressive. He jumped forward and tried to dig
his right claw into his opponent's back, but the other
lion quickly turned to avoid the attack and then
immediately ripped Leo's side open with his left claw.
Leo was now bleeding heavily and seemed to be
getting weaker. His opponent expected Leo to give
up the fight and leave. But Leo had no intention of
giving up. While the other lion momentarily let down
his guard, Leo lunged forward decisively, dug his
teeth into his opponent's throat and held on until the
struggle was over. His opponent was dead. Leo was
bleeding profusely and would have died too if it
hadn't been for the help and care of the two Saint
Bernards. Casimir quickly intervened to apply his first
aid skills by stopping the bleeding and closing the
wounds and Udo was constantly at Leo's side to
provide the liquids and plants that allowed for a
speedy recovery. Needless to say that after his
recovery Leo did not get challenged any more. He
was the master of his team, and the team had learned
from Leo how to protect the interests of the free
zoo. Leo felt and acted like the king of the beasts.


Whenever things went well, Leo would let things
be and wouldn't address anybody. His team knew
that when Leo was quiet, it was because things were
satisfactory for him. This was his way of
"encouraging" or "motivating" his team. No fuss, no
noise. It was to be understood that everything was
OK as long as everybody behaved as they were
supposed to. In Leo's view, no open
acknowledgment or other demonstration of approval
was necessary.
Aislin was concerned. He knew that the red color
in Leo, with green the secondary color, made him a
"doer" or a task oriented type of individual. During
training, Leo had learned what needed to be done to
become a good leader, but his dramatic and life
threatening fight with the other lion seemed to have
made him forget all the things he had learned in
training about continually improving one's
relationship skills. Leo had to develop those skills in
order to become the type of leader they had all
agreed was needed in the free zoo. He had to be less
preoccupied with accomplishing tasks and he needed
to reduce his fear of being ineffective at it. His
preoccupation with tasks and the accompanying fear
of ineffectiveness made him impatient and forgetful
about the need to provide positive feedback to his
team and to the individuals in it.
Aislin decided to have a session with Leo. He
reminded Leo about the common leadership
behavior goals that Leo had agreed to pursue. He
pointed out to Leo that although he was in control,


he was not really looked upon as a leader but rather
as a boss to be obeyed. He was being referred to as
the "super doer", because others considered him to
be an extreme "doer" type, focusing exclusively on
tasks and neglecting relationships altogether. He
reviewed with Leo the training chart with the six
basic or classic types of individuals that they had
studied together, the differences that existed between
the different types, and the fact that each type had a
neighboring type from whom he could learn by
discovering the neighboring type's strengths and by
working to develop those strengths in himself.
Leo remembered that for him Eden was that
neighboring type. Eden belonged to the relationship
types (the "wooer" types). The strength he had and
Leo lacked was diplomacy. Leo also remembered that
the best way to acquire that strength would be to get
Eden to coach him. He promised Aislin that he
would work on that. Aislin was glad.
Leo decided to first observe Eden and his team to
find out what Eden was doing as a leader. He soon
noticed that Eden commanded respect from his
team, just like Leo did, but that in addition Eden was
popular and much liked by his team. Leo was
puzzled. It was evident to Leo that he was not as
happy as Eden in his role as a leader. Leo felt "lonely
at the top", while Eden seemed to be mixing socially
with the other animals and having quite a bit of fun
in his leadership role.
As he observed Eden, Leo found that Eden did
not deal with others the same way he did. Eden was


not as direct or as blunt as Leo. Eden could be
critical of others in a more constructive way, as a
result of which he was not perceived as being
aggressive or hard, nor insulting and offensive, the
way Leo was. Eden, like Leo, took care of challenges
in a forceful and authoritative manner, but when
things went well, Eden would "celebrate" with the
others, roar with laughter and run around with
others in playful fashion. When little things went
wrong, Eden, instead of being irritated, would nudge
others on to find the solutions to problems
themselves and to learn by their mistakes.
Leo learned from observing Eden that as a result
of his relationship strengths Eden was maintaining
harmony in the team and was getting things done
with hardly any confrontation. He rarely was violent.
As a result Eden spent less energy than Leo on
controlling things and he achieved greater prosperity
for himself and for his team. In addition, Eden
seemed to be in a good mood much of the time and
seemed to have more time and energy to enjoy life.
Leo was ready to find out more from Eden himself.
Leo and Eden would meet occasionally, but Leo
felt a resistance inside himself to what he thought
was "having to be someone he was not". After all,
Leo thought, he was successful in his role. So what if
occasionally someone got treated roughly! Perhaps
that was necessary to keep things running smoothly.
Besides, Leo was convinced that if Eden had the
same difficult individuals in his team, Eden would
have to treat them the same way Leo did.


Eden was aware of Leo's demanding style and
thought that it was a pity Leo worried so much about
not being effective as a ruler. He was sure that Leo
carried his need for accomplishment too far. Even
though Leo had asked him to be his coach in
developing diplomacy, Eden noticed Leo's reluctance
to change his behavior and he didn't quite know how
to broach the subject, knowing Leo's quick defensive
ways of over-reacting.
Leo and Eden kept avoiding the subject. Aislin
noticed what was going on between the two and he
decided to intervene. He wanted things to move, all
the more so since he had just read an alarmist article
with the curt title "CRazYZoo!" that had appeared in
a popular newspaper. It was written by one of the
experts who had been very skeptical about Aislin's
plans for the free zoo. It was evident to Aislin that
the writer hadn't seen for himself what had been
going on in the free zoo after the abolishing of cages
and fences. The writer was painting a picture of total
chaos, of wild animals taking over territory, stealing
water and food, killing many zoo animals, and
zookeepers and zoo animals running for cover. Aislin
concluded that the skeptical expert may have heard
about Leo's fight with the wild lion from a visitor or
tourist and had taken the opportunity to try and
prove Aislin wrong.
Aislin met with Leo and Eden and relayed to
them the contents of the "CRazYZoo!" article. He
stressed the importance to follow up on the
leadership training and to practice mutual support in


developing individual strengths. Leo and Eden were
in total agreement and met the same day to exchange
comments about people's reactions.
Leo related to Eden how annoyed he had been at
the gawking and prying by the increasing flood of
observers, curiosity seekers, tourists and safaris of all
kinds that were passing through. He was ready to
pounce on those humans, to scare them off and get
rid of them. But Eden cautioned him about that kind
of reaction. He reminded him of the "CRazYZoo!"
article and warned that if Leo reacted too strongly,
the humans were liable to make things worse not just
for him but for everybody. The humans might decide
to change the zoo back to what it was before. Or
they might recapture him and put him in a cage in
another zoo. Or they might even conclude that he
was getting to be too unmanageable, too dangerous,
and they might eventually decide that he needed to
be shot because he had gone "crazy". After all,
similar things had happened occasionally in the
earlier zoo, for instance when animals were too
strong in expressing their displeasure at being
confined.
Eden reminded Leo about the behaviors with
humans that worked best when they were living in
cages. When you didn't like something you got a
better reaction from the human zoo keepers if you
just shook your head and then looked rather kindly at
them, begging for some understanding. Humans
would often find that way of acting very endearing
and, understanding what you wanted, they would


change their mind about the intentions they had for
you. For instance, instead of insisting that you had
had enough to eat they would give you an extra piece
of meat, which they wouldn't do if you growled at
them and made a scene, because that would make
them stick to their idea that you didn't deserve any
more food. Eden said that this type of
accommodating behavior was a form of diplomacy
and that diplomacy was a superior approach for
getting along, not just with humans but also with the
other animals.
Leo did remember. He remembered vividly that
he had struggled with this idea of diplomacy of which
Eden was now reminding him. He had always viewed
diplomacy as a form of hypocrisy. He couldn't help
having reservations about it to this day.
Nevertheless, Leo agreed to make an effort to
change his behavior with humans. He did recall how
humans could get very extreme in their response to
animals whose behavior they considered undesirable.
Leo decided to try to follow Eden's advice and he
started to practice what Eden called "diplomacy"
with the human visitors. He would sit innocently in
front of the crowd of human onlookers, at times
shaking his big mane, at other times looking at them
kindly or holding his head at an angle as if indicating
a curious attitude toward the crowd. He found that
this latter gesture worked particularly well. Leo was
pleasantly surprised at how well he was doing with
the humans. He realized that he was not only
succeeding in entertaining humans and making them


happy, but that he was also feeling better himself and
even enjoying his time spent with the human public.
Instead of feeling miserable as before, he was now
rather happy.
Seeing this, Eden congratulated Leo for his
"performance" and explained to him that there was a
good definition of the difference between diplomacy
and hypocrisy. Diplomacy, he said, is a way of
helping the other individual (or group of individuals)
to meet you half way. This allows for mutual
agreement, which is a positive result, because you
both end up winning; there is no loser. Hypocrisy is
different. When one is hypocritical one tries to win
and make the other side lose. Diplomacy leads to a
win-win. He then asked Leo to look at what had
happened as a result of his entertaining behavior with
the human crowd. Leo's behavior could be seen as a
form of diplomacy, as Leo had made an effort to
avoid being irritated and to prevent possible conflict.
Leo listened attentively. He started to feel better and
agreed with Eden that this was now a "winning"
situation for him, and that the crowd was also
"winning" since they appeared happy.
This realization did not come easy for Leo, as it
was hard for him to overcome the feeling of having
to force himself to behave in an insincere fashion.
Acting as an entertainer felt like hypocrisy. He shared
with Eden that he did not feel like that any longer.
He no longer considered the effort he made as
insincere, but rather as a more mature way of dealing
with a personally challenging situation. Eden


approved and stressed that hypocrisy means trying to
hide something from the other for the purpose of
one's personal gain or advantage only, which is not
what Leo had done.
When Eden asked Leo what he thought about
using diplomacy with his team, Leo said that
diplomacy was all fine and dandy but that he still
wasn't sure that this diplomacy thing was something
to use with his team of animals. After all, he had to
keep his difficult team under control and well
organized by using a direct and decisive approach.
Noticing Eden's disapproving look, Leo paused for a
while, after which he asked Eden whether he knew of
any one specific thing that Leo could do to improve
his way of being the leader of his team, or was he,
Eden, just being lucky with his own team in that
there were no "difficult" individuals in it like there
were in Leo's team?
Eden thought to himself that Leo could at least
have thanked him for guiding him to cope better
with the human crowd! But Eden knew that Leo had
a hard time expressing approval. He knew also how
difficult it had been for Leo to change his behavior
and that deep down Leo, without saying it, was very
thankful to Eden for having helped him to improve
his outlook toward the human crowd. Eden had
learned that individuals belonging to Leo's type
consider it wise not to give praise "unduly" because
they don't like to be too "sentimental" about things!
Eden quickly overcame his momentary
disappointment at the fact that Leo expressed so little


appreciation for his advice. He was aware that Leo
would benefit greatly if he used some diplomacy in
his dealings with his team. Eden was glad that Leo
had decided to talk about it now, because he felt that
Leo deserved to have more satisfactory relationships
as a leader. After all, Leo had such strong qualities.
Leo's sense of duty, his respect of principles and
rules, and his sense of justice and equality were
exemplary. If Leo could only not worry so much
about not being effective in making others respect
his values.
It was evident to Eden that Leo was afraid he
would be ineffective as a leader if he did not make
absolutely sure that everyone knew his job well,
carried out his responsibilities well and followed rules
to the letter. Leo also seemed to feel that he needed
to make everyone aware that he would not miss a
beat if anything went wrong. This was his idea of
proper leadership behavior. He seemed to think that
if rules were clearly and simply stated and offenders
were dealt with severely, any negative reactions
would automatically be taken care of and no
discontent would remain. In Leo's view, anybody
who was conscientious would appreciate this. If any
individual failed to cooperate, that individual showed
a wrong attitude and needed to be taken to task and
punished.
It was also evident to Eden that Leo was
convinced that it was in the natural order of things
that there would always be some individuals who are
not well intentioned, who lack the desire to


cooperate and who don't want to follow the rules, no
matter what you do. Leo seemed to believe that one
of the main tasks of leaders was to look out for such
individuals and to put them in their place. If that
didn't help, the solution would be to "get rid" of
them one way or another.
Eden felt that even though there was some truth
to that view, he had to find a way to make Leo realize
that he tended to jump to conclusions too frequently
and too quickly when it came to individuals who did
not perform well enough at the start. He had to make
Leo see that many individuals simply need extra time,
encouragement and training to understand, to get
involved, and to become proficient.
Eden realized it was difficult to tell Leo what to
do to improve his leadership. Eden did not think it
would do any good if he told him outright. He felt
that Leo needed to discover for himself which
specific change in behavior with his group would be
the most helpful for him. Since diplomacy was
Eden's strength, he replied to Leo in the following
way.
"It is true, Leo, that I may have fewer problem
cases in my team than you have in yours. I don't
know. I have a collection of different types of
individuals just as you have. And you remember no
doubt our long sessions about different types of
individuals. You know that every type sees things
differently. Because he sees things differently, he will
respond differently to you. So what works with one
individual does not necessarily work with another.


You and I, just like any other leader, should ideally be
able to recognize the way every individual sees things
and we should be able to communicate differently
with each different type".
Leo interjected, "well, maybe that's true when it
comes to nuances and fine points of leadership, but
don't you think that the basic requirements are always
the same?"
Eden asked: "What sort of basic requirements are
you talking about?"
Leo said: "There are several, for instance
everyone needs to know what is expected of him and
everyone needs to be told when he is not meeting
expectations".
Eden: "You are absolutely right about that.
Leaders who do not make known clearly to
individuals and teams what is required of them are
falling down on that basic responsibility of a leader.
They are also falling down on their responsibilities if
they fail to inform individuals or the team when
requirements are not being met. Such feedback needs
to be given promptly and as frequently as each
situation demands".
Leo: "I am glad you agree. I tell my team in no
uncertain terms what I expect of them and I let them
know without beating around the bush when they
don't perform."
Eden: "I know you do, and not all leaders have
those strengths. Now, let's get back to your question
as to whether there is any specific thing you could do
to create more satisfactory relationships with your


team members. This is really quite a personal thing,
and it would be preferable if you yourself selected
what you feel is the most important first step you
could take to change the effect you are having on
your team".
Leo: "That sounds easy, but I really don't see
what that could be".
Eden: "This is always difficult at first glance. But
here is a way to begin finding an answer. We have
already talked about your strengths. One important
thing to remember about strengths is that every
strength has an accompanying weakness. As you
know, a strength can also be called a motivation. If
we summarize your many strengths, we can identify
your main strength or your main motivation as being
that of accomplishment. You are motivated to
accomplish tasks and goals. You have a strong sense
of duty and you are able to make decisions quickly
and go into action. You do this by being mindful of
the principles of equity and of rights. You make sure
to define tasks and goals clearly and explain rules and
regulations to everyone.
Now as I said, every strength has as its
counterpart a shortcoming which in effect is basically
a fear. Your main motivation, which as I said is
accomplishment, has as its counterpart a main
weakness or main fear which is ineffectiveness. You
are worried about not being effective in what you do.
And when this fear is triggered, it can take away from
your ability to assert your strengths. The more
pronounced the fear, the more your strengths give


way to impatience, aggressiveness, violence, hurtful
directness, excessive task orientation, and even
rudeness in relationship behavior. Does this make
sense to you?"
Leo: "I guess I do get impatient easily".
Eden: "OK. So how do you usually express your
impatience, Leo?"
Leo: "I immediately growl with disapproval".
Eden: "Right. Do you think that if you did not
start to growl every time something goes wrong your
team would take that as a sign of less impatience?"
Leo: "I think so. But that would be hard to do all
the time".
Eden: "That's right, it would be. For this reason
you must set yourself a more modest goal and aim to
refrain from growling only part of the time. Would
you think it would be reasonable to refrain from
growling half the time? Or perhaps one time out of
three?"
Leo: "I guess I will start with one time out of
three."
Eden: "That's very wise. Now, it is important that
you look at this goal as a worthwhile goal, and that
when you succeed in refraining from growling one
time out of three during all next week you give
yourself a pat on the back and recognize that you
have achieved your goal. This will help with your
self-esteem and help you stay motivated, and it will
also help you to aim for the same thing again the
following week. What's more, if in the first week you


far exceed your goal, you might even set a higher goal
for the following week. Are we agreed on that?"
Leo agreed, although he was a bit puzzled about
the self-esteem remark. He didn't say anything but he
thought that there was nothing wrong with his self-
esteem. He continued listening to Eden who also
warned Leo that he would have to expect that his
team might at first be surprised at his changed
behavior. Perhaps some might even be a bit skeptical
about his intentions. But he said not to get
discouraged by such reaction from his team because
at first they might be unsure about how to react to
the new behavior. This was normal and the team
would soon get used to his new ways and appreciate
them. Leo nodded.
All weekend long Leo kept mumbling to himself
that every day next week he would remember not to
start growling when something didn't go quite as he
wanted. Monday came and Leo was ready. At the
beginning he found it hard to remind himself of his
resolve every time a situation came up. In addition,
and despite Eden's warning about not minding the
group's initial reaction, he was worried that his group
would find that he was not demonstrating strong
leadership if he did not behave like his usual self. But
he caught himself and kept to his resolve.
As a result he managed most of the time not to
voice his disapproval immediately when something
did not go right. Instead, he looked at the individual
concerned with an inquiring expression. Usually this
would cause the individual to start explaining, and


Leo was surprised how often there was a valid, or at
least fairly valid, reason for the problem that had
arisen. In many cases the individual concerned would
explain how he would go about preventing the same
problem in the future, and in some cases Leo offered
his own solution based on his extensive experience.
On the whole, he thought that the week had worked
out extremely well.
At the end of the week Leo recounted to Eden
the experience of the week, including the doubts that
had arisen in him at the beginning of the week
concerning his image as a leader. Leo concluded that
despite this everything went very well, as in two cases
out of three he had responded in a manner that he
himself considered satisfactory. This was twice as
good as he had planned. Eden congratulated him and
asked him what kind of recognition he had given
himself for this achievement. Leo replied that he did
not really feel it necessary to go through that part of
the process. Eden realized immediately that Leo
hadn't understood the part about self-esteem that he
had pointed out to Leo last week. Leo hadn't
accepted the idea that self-recognition is an
important part of goal setting.
Eden asked Leo to talk a little about his initial
doubts concerning his image as a leader. Leo
explained that he had felt that by not reacting
promptly and bluntly as usual he would be giving the
impression to his group that his leadership strengths
were getting weaker. Eden then gave the following
explanation about self-esteem.


"Self-esteem is how you feel about yourself in
your unconscious. It is based on the behavior you are
used to, both the behavior on your part and the
behavior on the part of others. Your unconscious
knows that when you behave in a certain way, others
will react in a certain way. These behaviors are
acquired over time, through repetition. They have
become automatic and familiar. They have become
habits. You have developed your self-esteem around
those habits. When you decide to change your
behavior, you are challenging your habits and your
self-esteem. That's why you found it difficult to
change at first. And don't kid yourself, your habits
have not been changed permanently yet. You haven't
repeated the new behaviors often enough, and those
initial resistances you experienced will keep coming
back until you have replaced the old habits with the
new ones you have chosen. Does that make sense to
you, Leo?"
Again, not being used to this kind of thing, Leo
was only half convinced. Eden insisted that Leo
needed to give the idea a chance by giving himself a
recompense or granting himself a favor. Leo tried to
think of some kind of self-reward but couldn't come
up with anything. Eden thought to himself: "Typical
reaction of an IDEALIST!" (Idealist is the name of
the type of individual to which Leo belongs). Eden
then asked Leo whether there was any activity that
Leo enjoyed a lot but did not find much time for.
Leo had no trouble finding such an activity. He
said he would like to spend more time roaming


outside the zoo territory and perhaps catching a small
warthog which he could feast on. Eden thought:
"Finally!" and encouraged Leo to reward himself that
way without delay. He added that rewards, whether
for one's own achievement or for that of others, were
most effective when they were given with as little
delay as possible. Leo found Eden's reasoning
convincing enough and he took off immediately
towards the savanna. When he came back about two
hours later, after a good ramble and after having
ingested a small warthog prey, it was evident that he
was more than a little satisfied.
In the weeks that followed, Leo's attitude toward
his group continued to be more relaxed. Leo's team
responded to his new behavior and his improved
mood by being in better humor themselves. They
also opened up more to Leo by staying more around
him and by exchanging experiences. They were less
afraid of him, yet seemed to respect him just as much
as before, and showed by their own behaviors that
they were more appreciative of his leadership. Both
Leo and Eden were happy and appreciated each
other as if they had just become a "mutual
admiration society of two".
Aislin smiled as he read a new article in the
papers with the title "CRazYZoo! REVISITED!".
The writer was a journalist who had visited the zoo
after reading the previous article. He explained that
he found things surprisingly well and safe. He was
especially fond of the behavior of the lions! He


concluded that they seemed to have turned "from
aggressiveness to mellowness".

CHAPTER 3
EDEN THE “WOOER” LION

While helping Leo discover certain things about
himself and about others and enabling him to make
life better for himself and for his group, Eden
discovered tendencies in himself about which he was
increasingly unhappy. In his case the tendencies he
didn't like had kept creeping up on him as life in the
new zoo improved.
At first, Eden wasn't aware of what was
happening. Things sort of grew on him without
being noticed. He kept having fun in his leadership
role but felt that his team was less and less happy
with the results and they did not look up to him with
as much confidence and respect as at first. Eden had
a vague feeling that his leadership wasn't as
productive as it had been. He felt that he was more
driven than before to create opportunities for
personal pleasure and enjoyment and that he was
eating too much. He was using his talents, but he was
getting involved in too many activities and most of
them were for the purpose of pleasing his senses and
his tastes. He was indulging himself. He felt that his


team was aware of his new state of mind and that this
bothered them somehow. They weren't as close to
their leader and they were not as forthcoming with
him. The relationships weren't as good any more.
Eden was unhappy. And he kept eating too much
and kept getting fatter.
Eden realized that he too, like Leo, had a
neighboring type with a quality Eden did not possess.
It was Casimir. Casimir was of a peaceful nature. He
was smaller than his brother Udo and kept more to
himself. He felt that the most important thing in life
was to be happy. He hated quarrels and avoided
getting involved in emotional conflicts whenever
possible. Also, he was the opposite of a show-off, as
he liked to work by himself without attracting
attention. He had a sensitive nature, was discreet,
persistent, and loyal towards his friends and
associates. When he decided on an activity or a cause,
he would stick to it and become highly proficient at
it, as he was able to pay attention to details like very
few others could. In crisis situations of a physical
nature Casimir would demonstrate an uncanny ability
to stay cool and level headed.
Eden, like the other animals, very much
appreciated Casimir for his qualities. Eden felt that
Casimir was the only one with whom he could share
his feelings of unhappiness. Later, he never regretted
opening up to Casimir, because Casimir not only
understood right away how Eden felt, but he was
able to help Eden discover the main cause of his
unhappiness.

— Eden the "Wooer" Lion — 35

It should be noted that Casimir had always liked
Eden's passive and positive attitude. Eden, like
Casimir, wasn't looking to change the world. In
addition, Eden had the knack of enjoying the world
the way it was, which attracted Casimir because he
often found it difficult to enjoy things as much as
Eden did. Casimir preferred Eden's lion nature to
that of Leo, whom he found too intent on changing
things. It's not that Casimir did not like to improve
things. He was very good at perfecting whatever he
was doing, but he felt that one didn't have to be as
driven and as directive with others as Leo was. Many
animals felt the same way as Casimir, considering Leo
to be pushing himself and others too hard to
accomplish things.
As mentioned earlier, Leo the action type was
nicknamed "the doer lion", whereas Eden was known
as "the wooer lion" because of his good relationship
abilities, his diplomacy, and his general ability to
effectively "woo" others. The two expressions
became so popular that soon enough all the
relationship type animals were known as "wooers"
and all the task oriented types as "doers". That's how
it came to be that in addition to "doer lions" and
"wooer lions", there were "doer Saint Bernards" and
"wooer Saint Bernards" as well as "doer foxes" and
"wooer foxes", etc.
When Eden confided his unhappiness to him,
Casimir pointed out something Eden already knew
but did not apply to himself. He told him that Eden
had many strengths and that every strength is


accompanied by a corresponding shortcoming or
weakness. Eden thanked Casimir for that reminder
and explained to Casimir how he had helped Leo to
identify his main strength or main motivation, as well
as his main weakness or main shortcoming, or main
fear.
Casimir replied: "OK. Let's explore your main
motivation, which is pleasure. What does pleasure
mean for you?"
Eden replied: "There are all kinds of things. I
don't know where to start."
Casimir then asked: "Do you enjoy to celebrate
with your group?"
Eden replied: "Doesn't everybody?"
Without answering Eden's question, Casimir then
asked: "Do you enjoy eating and many other
pleasures?"
"Of course!" said Eden.
Casimir then asked: "Do you enjoy using your
many talents to create harmony in your group, to be
a diplomat, to protect your group, and to help them
to have all they need and be well off?"
"I do, Casimir. My group is doing well. By the
way, as far as diplomacy is concerned, I helped out
Leo who, as you know, used to be quite
undiplomatic, but he has much improved lately
following my dialogue with him".
"There you go, Eden, said Casimir. You have
great strengths. We can say that your main strength
or main motivation, are the pleasures that we just


reviewed, and that you want pleasures both for
yourself and for others."
Eden answered: "You are so right. It's amazing
how much easier it is sometimes to understand
yourself during a dialogue with someone else rather
than trying to understand your unhappiness all by
yourself. You have just helped me to be much clearer
in my mind about what my strengths are, even
though I thought that I knew exactly what motivated
me." He reflected for a moment and then said:
"Come to think of it, my dialogue with Leo had a
similar effect on Leo. I was able to help him to better
understand his own strengths of which he was well
aware already".
Casimir said: "As mentioned earlier, our main
strength or main motivation has as its counterpart a
main weakness or shortcoming, or a main fear. Did
you say that you also identified Leo's main fear?"
Eden said: "Yes, we did. It is the fear of
ineffectiveness, which tends to make Leo impatient,
aggressive, insulting, violent and excessively task
oriented". After a moment, he added: "I know the
next thing you are going to ask me. You will want me
to talk about my own main fear, that of physical
privation. I learned in our training that physical
privation is my main fear, but how do I know that it's
the cause of my unhappiness?"
Casimir then asked: "Perhaps one way to find the
answer is to ask yourself : What are the things I am
doing that I would like to change, and: What are the
things my team is doing that make me unhappy?"


Eden: "Well, my team seems to rely less than
before on me as a leader and they keep more to
themselves. Mind you, they are comfortable and well
fed and seem quite satisfied. It is just that they don't
look up to me as much".
Casimir: "What about you? You look quite
comfortable and well off yourself – and well fed
too!"
Eden: "Actually, this is something I am not too
happy with. I mean my looking well fed, because I
am too well fed. And now that we are talking about it
I must admit that I have become a bit overindulgent
in food and in other pleasures. I think this makes me
more lethargic than I should be. Come to think of it,
I have been taking things too easy lately and I have
gotten out of shape."
Casimir: "When you say that you are lethargic, out
of shape, and overindulging in food, you are
probably also saying that you are not as sharp as you
used to be. Could this be the reason your team does
not look at you with as much admiration as they used
to?"
Eden: "Yes, I am sure it is. I am simply too much
into the pleasure of eating and I am slowly going
soft".
Casimir: "Could it be then that it is your fear of
physical privation which makes you overindulge in
pleasure in a certain way?"
Eden: "Of course! I am enjoying the pleasures I
have and I don't want to miss any of them because I
am afraid they may not last. This has turned into a


real compulsion, a compulsion to eat and to have
fun".
Casimir: "I am afraid so. Remember in the
training we identified this as the danger your type, the
INSPIRATOR, runs into. You are successful
yourself and your team is successful. Thanks to your
many talents and your ability to inspire others, your
group has turned into an excellent team of hunters.
There is always plenty of food for everyone as well as
extra time and the other comforts. And you have not
only gotten used to the pleasures and comforts but
you want them so much that you have developed an
unconscious fear that all of a sudden they might
disappear. As a result, you are driven to enjoy them
as much as possible while they last. That's more or
less the conclusion you have reached yourself, isn't it:
you have become addicted, as it were, to pleasures
and to comforts".
Eden: "Yes, that's how it feels, and now I am no
longer comfortable with it. I can't afford to keep
doing that. I can see now that my leadership is in
jeopardy. My team may be worried that hunting will
continue to fall off. Now I understand what was
happening lately when I was having problems with
two growing male lions. There were two young turks
who tried to challenge my decisions. I realize now
that they were testing me and trying to find an
opportunity to dethrone me. They are getting bigger
and stronger, and if I don't get back into shape one
of them will soon force me out and take over. I can
see clearly now that excessive pleasures reduce my


ability and that of my team to continue acquiring the
things we want, and those needs feed my fear of
physical privation rather than reducing it."
Casimir: "I think that's right, Eden. You may also
find yourself being at times immodest or vain about
all the things you are able to do, whereas others may
see you as not very accomplished in any of them or
as superficial. You get involved in so many things
that you tend to become superficial, unable to
explore fully any of your talents. This is known as
being a dilettante. In that state, you can furthermore
become indecisive. Your addictive behavior may also
turn your natural generosity into a "calculating" one.
This means that you could be trying to ensure that
your generosity is always repaid in kind.
These are the real challenges you are facing,
Eden. The reduced confidence the team is showing
in your leadership and the challenge thrown at you by
the young males are the symptoms, not the causes of
your problem. It is those personal shortcomings that
you need to work on. This does not mean that all
these weaknesses have become pronounced in you. It
is up to you to determine which one of them applies
most to you at this time so you can work against it
and start to manage better the main fear that you
have, the fear of physical privation."
Eden: "I understand perfectly now. What I need
to do is learn to focus better and not disperse my
attention. I must select an activity that I want to
pursue in depth and then I must master it. This will
allow me to not squander my energies, to develop a


strong interest, to get a high level of satisfaction from
the chosen activity and not to have as much of a
craving for food and for the other pleasures."
Casimir: "I could not have put it any better. You
want to establish a balance between having things
and pleasures and not having them to excess. Being
more focused will help you to cultivate that balance.
You now need to identify the preferred activity that
you want to focus on. After that, as you already
know, you will need to set a goal that is both clear
and measurable."
Eden: "I think I know what I want to concentrate
on. I have a lot of talent for teaching, and the area of
teaching that appeals to me a lot is showing our
young lions and other youngsters how to grow up
properly and develop their strengths. Now that we
have examined the question of focus in life, I am
learning a lot in that area, and I will start helping the
young to develop focus. I know that many of them
have the same tendencies I have and they too do not
explore things seriously enough and tend not to
develop mastery of anything. I will be able to share
with them how to overcome such tendencies."
Casimir was very approving of Eden's decision.
Together they worked out a teaching plan and a
schedule for Eden to use in organizing his future
teaching activity with the many youngsters in his
large team.
In a very short time, the results of Eden's
approach became visible. Eden lost most of his
excess weight, was more focused, and his teaching


was appreciated both by the young and by their
parents. Eden was spreading among his group the
philosophy of balance. In his definition, balance
meant striving for possessions and pleasures only to
the extent that this did not compromise the ability to
fully assert the qualities of one's type.
When Casimir inquired how Eden was rewarding
himself at the successive stages of success with his
teaching goals, Eden said that he had discovered
something highly rewarding. Whenever he reached
the "celebration" stage in his goal setting, he would
get members of his group together for a session of
games. He enjoyed games immensely because he was
good at games. He invited Casimir to participate in
them.
Casimir thought Eden was doing the right thing
involving himself in something he was good at, and
he told him so. Casimir was also glad that Eden
invited him to participate in games. Not that Casimir
had a particular liking for games, but he wanted to
see how Eden was doing in relation to vanity, a trait
that many INSPIRATORS are unaware of and have a
hard time to overcome. Casimir noted vanity in Eden
just by the way Eden had explained to him how he
had helped Leo to identify and deal with his strengths
and weaknesses. Vanity can translate into an
irresistible need to show one's worth, to show how
good one is. It reduces the INSPIRATOR'S
effectiveness as a leader, and Casimir felt it his
obligation as Eden's counselor to make sure Eden
was OK on that score.


When Casimir arrived at the game session, Eden
already occupied the platform. The question of which
game should be played was being talked about. Eden
was at his jovial best with the group, and even
though those present seemed to want to play cards,
Eden, who excelled at Monopoly, sold the group on
Monopoly. Some suggested to have a vote on it, but
Eden adroitly asserted his "mentor" role for the
games activity and managed to avoid the vote. Of
course, Eden won handily at Monopoly and was in
an excellent mood. Casimir noticed that some players
were a bit miffed at the way Eden went about things.
Eden told the group proudly that when the time was
right he would show them how to win at Monopoly.
One of the discontents asked Eden: "Why not show
us right now?" Eden replied: "Let's just play some
games to-day. I'll show you another game right now
that's great fun as well, Pebbles."
Pebbles was another of Eden's favorite games,
because he always won at it. Eden explained to the
group what the rules of the game were. He
demonstrated how players take turns in placing and
moving their pebbles in the different squares on the
ground and showed the various moves that were
allowed. He played several practice games with the
other players, and when everyone was ready, he
decided to start a tournament. Eden won the
tournament, and he was having a party.
It was evident to Casimir that not everyone was
as pleased as Eden about the games session. A fox in
particular, who seemed to have some IDEALIST in


him, clearly resented Eden's way of running things.
He came second in the Pebbles tournament and he
was sure he only lost the game to Eden because he
was too new at it. He didn't like the way Eden was
basking in his winner's glory and he challenged Eden:
"You think you are so great because you won at a
game we are not familiar with. If you are so good at
games, why are you so scared to play a game we all
know and like? You are supposed to organize games
for us, not for you. We didn't come here to watch
how good you are".
Swallowing his pride and trying to be diplomatic
about the whole situation, Eden replied: "Listen, my
intention was to have you enjoy games and have fun.
I don't mind playing the games you want to play. I
tell you what, let's decide together right now what
games we are going to play next time".
Suggestions were made, votes were taken, and a
number of games were chosen. Monopoly and
Pebbles were not in the list!
Eden then thanked everyone for attending and
congratulated them on their collective choices.
Embarrassed and humiliated, Eden left the gathering
immediately after.
Eden went to see Casimir the day after,
complaining about the gall of that fox. "I could have
killed him", he said. He added: "That fox is jealous
and a bad loser. Everybody else was perfectly happy
with the way things were going, but this brat of a fox
had to spoil things".


Casimir thought: 'Typical reaction of an
INSPIRATOR with strong vanity! He is not even
aware of it. Eden didn't seem to realize that he had
'organized' things in order to make sure he would win
and could show everyone how good he was!"
Casimir knew that in such cases, INSPIRATORS
need to be confronted in no uncertain terms about
their lack of humility. You can't reason it out with
them, because they will 'diplomatically' fail to see the
point. That's why Casimir thought he had to devise a
confrontational approach that would work. Here is
what he replied to Eden:
"I can see that you are upset about the way the
fox confronted you. You feel that he had no business
talking to you the way he did. You believe you did
your best in trying to have a good session of games
for everyone. However, as you know I was there and
I lived through the entire session. I agree that the fox
was aggressive in his reaction. But I don't think that
being jealous and a bad loser was the principal cause
of his frustration. I observed all the other players,
and I also was aware of my own reaction. There is a
trait in your leadership behavior that rubs others the
wrong way. I hate to say it, but I do it for your sake,
and because you asked me to help you perfect your
leadership qualities. You have the trait that your type,
the INSPIRATOR, has great difficulty with. We dealt
with it in our training with Aislin. You may not
remember which trait I am talking about, and that
too would be typical of an INSPIRATOR, because
it's hard for you to realize that you have it. I am


talking about vanity. Some call it exaggerated pride.
And in order to illustrate to you how your vanity
came through yesterday I would like to go through
yesterday's session with you".
Casimir continued: "The way I want to do this is
by asking you to play the role of the observer. I will
play the part of Eden. I will do what you did
yesterday, to the best of my memory. I want you to
be as neutral an observer as possible and feed back to
me what you see in the behavior of the Eden I will
be re-enacting. Tell me if you see any humility in
Eden's behavior, or do you see the opposite, vanity? I
want you to be honest, because I am not looking to
hurt you. I am your friend. Are we agreed?"
Eden was not very happy about Casimir's remarks
and felt uncomfortable about going through the
games session in the way Casimir suggested. But he
trusted Casimir and reluctantly agreed to the exercise.
Well, if Eden felt uncomfortable about Casimir's
suggestion, he felt much worse watching Casimir's re-
enactment. He even protested that Casimir was
overacting. Casimir then asked Eden to re-enact
himself the part he found overacted, after which
Casimir again imitated Eden's re-enactment as
faithfully as possible. After several such exercises
Eden finally realized that he should indeed show
more humility, and that his leadership effectiveness
would increase as a result of it.
After the next games session, which Casimir did
not attend, he heard from one of the participants that
everyone liked the games they played and enjoyed the


session. Casimir also found out that there were
several winners and that Eden only won once.
Casimir was very pleased.
When Casimir told Eden about the comments by
the participant, Eden was happy and confirmed that
there had indeed been a lot of fun at the session and
that he, Eden, enjoyed seeing the others happy. He
said that his greatest enjoyment actually came when
he let others win and when he saw them enjoy
winning. He thanked Casimir for helping him to
recognize the vanity trait in him.
Casimir was impressed with the maturity that
Eden had reached in his change in leadership
behavior and he congratulated Eden, reminding him
at the same time how important it had been for Eden
to select by himself what he needed to change. It had
been essential that he himself recognize what he
needed most, which was to focus on one thing he
liked rather than dispersing his talents and energies.
After observing the results of Eden's efforts,
Casimir concluded that Eden had regained his team's
recognition as their undisputed leader and that he
had achieved this by working successfully on two
things: having too many irons in the fire and wanting
to show how good he was.
Eden had learned to reduce his fear of physical
privation, turning it instead into a sort of protective
mechanism. He realized that while the tastes and
temperament of the INSPIRATOR require that he
have plenty of material things and sensuous
pleasures, this need can become excessive. He


concluded that it was necessary for him, the
INSPIRATOR, to continually strive for balance,
making sure, on the one hand, that he had enough to
satisfy his rich tastes adequately and, on the other
hand, that he avoid excessive material striving and
over-indulgence in sensuous pleasures. He managed
to do this through a continuous effort to focus and
to avoid dispersing his energies.
Eden's second achievement in leadership
development was to become conscious of the need
to continually strive for more humility and less
vanity. He had developed a constant awareness of the
tendency to want to be admired for his many talents.
He realized that vanity can lead to paternalism, to
treating all others like juniors, which is a negative
trait, whereas having genuine pride in one's talents
and achievements is not dependent on the
admiration by others and is positive.
Eden was content and thanked Casimir for
listening and for his guidance. He asked Casimir not
to hesitate to turn to him to share similar matters, if
Casimir should ever find a need for it.
Casimir assured Eden that he would, although he
knew that the type to counsel him was not the
INSPIRATOR, but the SUPPORTER, and that he
would turn to Udo when the time was right. But as
he was of a sensitive nature, he didn't mention it to
Eden for fear of hurting Eden's pride.

CHAPTER 4
CASIMIR THE "DOER" ST-BERNARD

Casimir's brother Udo had noticed that Casimir
had often been with Eden in the last while and he
knew that Casimir had been helping Eden with some
personal objectives. Casimir had proudly shown Udo
the details of the teaching schedule he was helping
Eden to prepare. It was evident to Udo that Eden
was doing much better lately, because he knew that
Eden had been down earlier, had gained weight and
had not been his usual self.
Udo, who liked to work with others and listen to
others, would periodically ask Casimir how things
were going, and Casimir would fill him in, but only in
a very general way. Udo understood Casimir's
reluctance to tell him anything too personal about his
dealings with Eden. He understood, because he knew
his brother' discreetness and sensitivity, so he would
not pry but rather wait for Casimir to share more if
and when Casimir decided that the time was right for
it.
Udo loved his brother and he felt that others
sometimes judged Casimir too quickly. Casimir could


be willful, refuse to cooperate and isolate himself.
But often others did not understand his need to
make up his own mind, to not be pressured, and to
be left to concentrate on a task without being
disturbed. Casimir's type was that of a PARTNER.
Partners are "doer" types and are appreciated for
their loyalty and their conscientiousness because they
can be relied upon to carry out the responsibilities
they have agreed upon with another individual no
matter how much or how long that individual is
absent or otherwise unavailable. PARTNERS will do
their job with devotion and with attention to detail
and they prefer working alone without attracting
attention. They aim to be happy and they hate
conflict. Happiness is their main motivation and
emotional conflict their main fear.
Udo was thinking of Casimir's exemplary
devotion and detailed attention to Eden's training
goals. He was aware that Casimir had gone into so
much detail that Udo had to ask him at the time not
to overdo it. Udo had helped Casimir to remove a lot
of details from the plans and Casimir had thanked
Udo for his advice, because when Casimir had
removed the many detailed steps in Eden's training
plans Eden seemed relieved about the changes. The
details he removed included notes about when Eden
was to make certain gestures, such as when to move
forward toward the class and when to move back,
when to address one or the other side of the class,
etc. Udo knew that Casimir was aware himself of his
tendency to go into too much detail, which would

— Casimir the "Doer" St-Bernard — 53

make him lose sight of the overall picture. Udo
realized that this tendency came from Casimir's main
fear, emotional conflict. Because of this fear, Casimir
was in the habit of isolating himself by spending a lot
of time on details. This was his unconscious attempt
to reduce contact with others and diminish the
likelihood of meeting with emotional conflict.
Udo had concluded a while ago that Casimir's
main fear, emotional conflict, was getting too strong.
Casimir was not only being highly individualistic but
he was also seeing the external world too much as a
dangerous and a menacing place. It was not physical
danger that Casimir feared. Casimir was the first to
come to the aid of others when accidents happened.
He was cool and levelheaded in emergencies such as
those caused by falling branches, fires, sand storms
and torrential rains. What he was unconsciously
afraid of was getting involved in relationships with
others, even work relationships or game
relationships, because in his eyes they might become
the source of emotional conflict. It was evident that
to Casimir, emotional conflict was the equivalent of
loss of happiness. As a result, he kept too much to
himself and was obstinate about not participating.
Udo felt he had to talk to him. And now appeared to
be a good time, since Casimir was experiencing an
excellent relationship with Eden.
Udo asked Casimir: "It seems like you keep
getting along well with Eden, are you?"
Casimir replied: "You know Udo, he is about the
only real friend I have".


Udo: "You say 'real' friend, Casimir. You mean
like bosom friend, close friend. How about some
other friends, such as normal friends, just friends or
buddies."
Casimir: "Can't think of any. But that's OK. Who
cares, anyway."
Udo figured that Casimir was being defensive.
But knowing Casimir's sensitivity and dislike of being
pressured, he simply said: "It doesn't matter. I am
glad you are doing real fine with Eden".
Udo knew that he had to wait for Casimir to take
the initiative to share. He new that PARTNER types
like Casimir need to let an idea or a suggestion sink in
and be digested, after which they themselves often
come up with the very same idea or suggestion.
Casimir's happy relationship with Eden was such
that it didn't take Casimir too long to feel the need to
talk to Udo about relationships in general. He said:
"You remember I told you recently that I didn't give
a damn about not having friends or buddies. But
Eden again talked to me about the fun he was having
with other lions and I began thinking. "What's wrong
with me? I could have more fun with others. Others
have even been telling me that I am isolating myself
too much. But I thought that I have always been that
way and that it's the fault of others."
Udo was glad his brother had started to share and
said: "There is nothing 'wrong' with you, Casimir" (he
was putting the accent on the word "wrong"). You
already know that your type is that of a PARTNER,
and you also know that the PARTNER'S main


strength or motivation is happiness and his main fear
is emotional conflict. You tend to worry about
getting into emotional conflict when dealing with
others".
Casimir: "I guess you are right. But I wonder why
lately, all of a sudden?"
Udo: "Maybe it just appears to have been only
lately. But it does not matter. As you know from your
experience with different types, especially your latest
experience with Eden, the important thing is to
recognize the way in which your own behavior is
affected by your main fear, so you can start to get
more control over the fear. Among the tendencies
that are common for PARTNERS who have a
pronounced fear of emotional conflict are the
following: too much attention to detail, lack of ability
to see the whole picture, being obstinate, isolating
oneself, and experiencing the external world as a
dangerous and menacing place. It's up to you,
Casimir, to pinpoint the tendency that seems most
applicable to you at the present time".
Casimir found that difficult to do. He wondered
out loud whether there was a way to change his
feelings about emotional conflict. After all, Eden too
had emotional conflicts with some individuals and
that didn't stop him from continuing to develop new
relationships.
Udo congratulated Casimir for that observation.
He explained to Casimir that he was probably just
too sensitive about emotional conflict. He told him
that he knew of an exercise in four steps that could


help to improve his ability to deal with emotional
conflict and he asked Casimir whether he wanted to
go through those steps right now. Udo knew very
well that the PARTNER in Casimir would first want
to know what the steps were and then he would want
to "see", which meant that he would want to digest
the information first and then decide what to do
next. So, in order to get Casimir to reflect, Udo
introduced the four steps as follows:

Step 1: Look at conflict as something positive,
because conflict is a kind of problem and
problems can be solved.
Step 2: Attend someone else's conflict resolution
session to learn how it's done.
Step 3: Start a new relationship and expect conflict
situations to arise.
Step 4: Practice what you have learned in Step 2
to resolve your relationship conflict.

Udo emphasized the importance of Step 1. He
asked Casimir to push himself and give the benefit of
the doubt to the idea that conflict is part of life, that
it's normal, and that it's bad only when it's not being
dealt with. He reminded Casimir of the example of
Eden's relationships. Eden is not afraid to deal with
conflicts, he settles them, and his team has
cohesiveness and team spirit because they face their
conflicts.


Udo added that when the moment arrived, he
would be ready to help Casimir solve the conflict if
Casimir asked him.
As Udo had expected, Casimir wanted to think
about it. Nevertheless, Udo was a little worried that
Casimir might decide to forget the whole thing.
However, only two days later Casimir got back to
Udo saying that Eden had invited him to observe a
conflict resolution session the day before with four
members of his team who were fighting over an
insignificant disagreement involving transportation of
carcasses after the kill of prey in a successful hunt.
Casimir did attend and said that he was surprised
how emotional the four participants had been in
defending their respective points of view and how
simple the solution was once everyone had listened
to the others. As an aside, Casimir mentioned that he
was very happy to have Eden as a friend because
Eden was such a good facilitator and teacher, having
diplomatic and problem solving skills that were much
appreciated by his team.
Casimir said he might go back to another conflict
resolution session with Eden's team and participate
in it, but if none came up, he was so enthusiastic
about it all that he was ready for Step 2 with any
group!
It turned out that Eden held another conflict
resolution session on a different matter a few days
later. Casimir was invited to express his point of view
and he was very happy with the outcome of the
session. The conflict had to do with the pecking


order in Eden's team. Emotions were running high
because one young lion was aggressively looking for
higher seniority in the team whereas most agreed that
he should wait his turn. Although he was very young
he was strong for his age and he managed to get
some members of the team to side with him, as they
probably expected favors from him later. Again,
everyone was given a chance by Eden to express his
or her view, but things nevertheless got very heated
because many felt that the challengers were using
power tactics to gain an advantage and they told
them so in no uncertain terms.
Then Eden asked Casimir do state his view.
Casimir first thanked the team for letting him
participate, and then he did a very astute thing: he
told the challengers that it was good to be ambitious
and to try to improve their position. He also
congratulated them and all the others for stating their
views and for listening to all opinions, and he said he
felt privileged to give his point of view to such a fair
minded and dynamic group. He then said that he was
sure the challengers now realized that there was
strong opposition to their initiative because many
considered that the initiative had come before its
time. They were still young and their time would
come. Casimir added that since he was not part of
the team but was looking in from the outside, he
could be neutral, and as a neutral outsider he felt that
those opposed were correct in their insistence that
traditional rules of the team should be respected. He
also said that he was sure that those opposed were in


no way against the others personally but simply
wanted to ensure that fairness continued to prevail in
the team.
Casimir's statement was presented with such
reasonableness and composure that the emotional
tension got diffused and everyone soon agreed to
observe the traditional rules of the team. Casimir had
used his ability to remain levelheaded during conflict
resolution!
After the session Eden congratulated Casimir for
his intervention and told him he was happy to have
him as a friend. This pleased Casimir no end.
Casimir continued to manage well his fear of
emotional conflict. Thanks to his brother he had
acquired a helpful reflex which he applied in the
following way. Whenever Casimir noticed that he
was being reluctant to participate in a group activity
or respond positively to someone else's desire to
exchange views with Casimir about something
controversial, he would ask himself: "Am I reluctant
because of the possibility of conflict, yes or no?"
Unless he could answer with a definite "no", which
happened seldom, he would push himself to
participate and to exchange with others. This new
habit of his turned out to be very beneficial for
Casimir, as his involvement with others became a
source of happiness for him. Conflict seldom arose
as a result of such involvement, and when it did arise
it was most often very mild and was easily resolved.
Nevertheless, Casimir always needed to push
himself to participate or to meet with people. He


realized how true it was that a type's main motivation
and main fear were a permanent personal feature.
They never disappear entirely. They are the principal
reason why each type has a lack of balance, and why
each type needs to try to achieve greater balance by
continually making a conscious effort to hold his
main fear in check.
Being aware of this permanent challenge helped
Casimir to understand what better balance meant for
him. He realized that he was experiencing satisfying
interaction with others when he made an effort to
participate, but he was also aware that he was no
longer experiencing his fear of emotional conflict as a
fear but as a needed protective mechanism. This
enabled him to ensure that in addition to reasonable
involvement with others he could enjoy frequent
solitude and regular opportunities for sustained
concentration, something needed by the PARTNER
type more than by any other type.
Casimir's friendship was being increasingly
coveted because of his great depth of feeling and his
exceptional ability to concentrate, regardless of the
subject or activity. Nevertheless, it was still difficult
to become Casimir's friend because of his natural
secretiveness and cool distance, but those who had
gained his friendship felt highly rewarded by his
loyalty and his sensitivity.

CHAPTER 5
UDO THE "WOOER" ST-BERNARD

Udo was a valued member of the IGRC, the
Inter-Group Relationship Committee. Abner, the
chairman of the committee, was an Inspirator like
Eden, but extremely ambitious. He was a very
pronounced kind of "wooer lion", full of hype and
optimism and always ready to get groups together to
celebrate any success he could identify for a group.
He might even throw a party if the only result of a
full day's team hunt was a tiny rabbit! It was obvious
to the astute observer that Abner had political
ambitions. Some did not like him at all. They saw
him as having too much vanity and as trying to be
noticed like a cock on a dunghill that's trying to
compete for a powerful position.
Abner knew how to delegate all the
organizational and administrative tasks to others,
concentrating his energies and talents on defining
what should be done and on animating, with a lot of
pizzazz and diplomatic skill, the many meetings,
parties and other get-togethers for which the various

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