“The purpose of a person’s heart are deep waters, but one who has insight draws them out”
Proverbs 20:5 (NIV)
To Identify is to…
…know the nature and operations of a thing. And it is within the nature and operations of a thing that the elements that make up our [purpose] and [passion] exist.
The discovery of the purpose for which we exist, and the passion we’ll use to fulfill it, occurs as we master life. It requires deep insight, which requires a deep dive.
In these next few units we’ll be creating the philosophies, strategies, structures and tactics that will further reveal your purpose as well as your ability to fulfill it.
In Sniper School, we’d have our students spend hours on binoculars studying…
“Areas of Operations” (AOAs) to identify the tiniest of “Target Indicators.” Then we’d have them catalog their findings in ways that would allow them to build and hold a large and accurate picture of the environment in which they’d soon be leading others to operate in. This “Drill” did two very powerful things:
FIRST: It produced not only internal and external CONFIDENCE in their planning but also massive amounts of RESOLVE in their EXECUTION.
SECOND: It also developed their strategic and linguistic filters in ways that enabled them to notice, assess, design and move strategically in any situation they found themselves in.
This is important to understand because this is not about building out structures for your life, it’s about reconditioning your intuition to align with your purposes.
It’s easy to understand why we spent so much time on this drill:
You can imagine the fatalities a small sniper team would face if they failed to identify the threats and opportunities within the environment in which they were operating.
In life, the ambitious, those who go out far beyond the safety of the herd in search of a better life for themselves and others,
confront much greater challenges and threats than a Sniper Team does, so they require a superior ability to IDENTIFY targets as well as their indicators, and here’s how we do it.
Identify Instructions
Create your own “Life Purpose / Mission Map”
We use “MindMeister” because it is:
→ Priced well – Free Versions Are Usually Available
→ Easy to use
→ Available online, which makes it shareable with your tribe
Remember that internet searching is your friend. If you get stuck trying to do something in the map just search “How do I do “_____” in Mindmeister” and you’ll find a video or set of instructions.
Here is a template to get you started → Life PURPOSE Map TEMPLATE
→ At present, this is not a template that you can duplicate, so you’ll have to create your own and use this as a reference.
” We live in the most highly competitive, dynamic and technologically advanced environment that this planet has ever seen. “Not being good at technology” is the modern day equivalent to not being able to read or write. “
MAP SETUP
[_] Transfer the PARTS of your personal and professional life that you IDENTIFIED from the Purpose 1.0 Course onto your “Life Purpose / Mission Map”.
CREATE:
[_] IMPACTS (Why) cell with a Positive and Negative section. (Impacts are adjectives)
[_] Create a PARTS (What) cell. (Parts are nouns)
[_] Create a PRACTICES (How) cell. (Practices are verbs)
In the Passion course, you’ll learn that passion is not about what you do, but how you do it. By identifying the practices you are currently engaged in—or will soon be—the space of possibility will begin to shift. You’ll start seeing how to bring your passion into your everyday life. This means more energy, creativity and flow!
IMPACTS SETUP (Adjectives)
You’ll notice in the example template pictured above that each cell contains three placeholders. This doesn’t mean you’re limited to only three impacts, parts, or practices. They’re simply there to illustrate the structure of the setup.
[_] IMPACTS – POSITIVE: List the POSITIVE impacts that you identified in the Purpose 1.0 Course.
[_] IMPACTS – NEGATIVE: List the NEGATIVE impacts that you identified in the Purpose 1.0 Course.
PARTS & PRACTICES SETUP
[_] PARTS: List the parts of this part
[_] PRACTICES: List the practices that will produce the POSITIVE impacts of this part AND prevent the NEGATIVE impacts of this part.
If the technology is tripping you up,
…don’t worry. You’ll get it after a few more passes. It’s like learning to use a GPS or a high-powered sniper rifle.
It’s not completely intuitive at first, but they’re built to be used in ways that increase our capacity and the learning curve will be worth it.
You can decline to use technology,
…but you can not decline the consequences of not using it.
Remember: You’re doing nothing less than mastering life so that you can lead yourself and those you love and lead. Take yourself seriously and be a professional.
The Results:
With this step completed, the first layer of your “Linguistic Filter” has been laid. You now have new language that will begin to direct and focus your attention to that which matters.
Take pause here and appreciate how it will feel knowing that, moving forward, your levels of situational awareness will do nothing but increase, as will your capacity to take care of that which matters to you.
Strategic Writing
When we write, we expand our understanding in ways that produce new thinking—thinking that leads to more powerful distinctions, which allow us to better identify and fulfill the purposes for which we were created.
1: How did this comment trigger you? “Not being good at technology” is the modern-day equivalent of not being able to read or write.
2: Speculate as to how truly identifying the PARTS that make living a good life possible can increase both your value and authority in both your personal and professional life.
3: How would NOT knowing the impacts, parts, and practices of life ensure that a supposed leader would be, at best, ineffective and, at worst, reckless and irresponsible?
1: How did this comment trigger you? “Not being good at technology” is the modern-day equivalent of not being able to read or write.
I absolutely agree. In the past, people who couldn’t read and write, were able to live, but they had almost no access to information and education, and they had almost no possibility to share information. It was a kind of isolation.
If someone refuses to use technology, or is not good at technology, it is the same kind of isolation of that person. This person is able to live, of course. But they are not able to evolve themselves, or even lead others.
If someone says “I’m not good at technology”, it sounds to me like “I’m too lazy to learn it.” It is not because it is too difficult to learn. It means to step out of our comfort zone, which most people are not willing to do. Even if they know that it means a little discomfort just for a short time, and more comfort for a long time then (technology is able to make our life easier), they refuse to do it. Maybe it is not only about laziness, but also about fear. Another one possibility is that those people don’t trust themselves, and / or they just don’t know how to learn it.
Anyway, the result is the same: the “I’m not good at technology” people have almost no access to information, they are not able to evolve themselves, and they are definitely not able to lead others.
2: Speculate as to how truly identifying the PARTS that make living a good life possible can increase both your value and authority in both your personal and professional life.
If I identify all parts of my personal and professional life in the right way, it enables me to live a good, dignified life with abundance of time, energy, currency, and creativity. And this is what increases both my value and authority. People can see these results. If I see someone who is obviously able to care for their own concerns, I’m more willing to follow that person, because following that person increases my own ability to care for my own life. It means, identifying parts of my life is a necessary condition for living a good life, that is a necessary condition for increasing my value and authority.
3: How would NOT knowing the impacts, parts, and practices of life ensure that a supposed leader would be, at best, ineffective and, at worst, reckless and irresponsible?
If something is missing in the identification of all parts of our life, there is some missing in our behavior and deeds as well. Leader who is not able to identify all parts of their life, miss some opportunities, is not able to create new opportunities, their reaction to changes is not so good, they repeat mistakes over and over, is not able to assume the responsibility for both their own behaviour and deeds, and for the whole team because they are missing important point and contexts of the parts of life. All of these things mean that this leader is ineffective. In the long-term perspective, it is able to be dangerous, because it creates a toxic atmosphere in the team (the team members don’t know well what to do, how to react etc.), an / or it can be dangerous in the case of unwaited (not only) big changes of the environment.
1: How did this comment trigger you? “Not being good at technology” is the modern-day equivalent of not being able to read or write.
It didn’t trigger me personally as I’m comfortable with technology, but it did make me think. There’s truth in the statement, even if it oversimplifies the issue. What stood out most was how often “I’m not good at technology” is used as an excuse to avoid learning, rather than as a temporary state someone is working to improve.
What really concerns me is when people treat this as a point of pride, clinging to outdated methods while dismissing modern tools. Every era has had its essential skills. During the industrial revolution, those who learned to work with engines gained a major advantage. Today, technology plays that role.
Choosing not to use a tool is only valid if it’s a conscious, informed choice, not just a refusal to engage. You can’t opt out of something you haven’t made an effort to understand.
2: Speculate as to how truly identifying the PARTS that make living a good life possible can increase both your value and authority in both your personal and professional life.
When you can clearly identify what makes a good life, and live in alignment with it, you build credibility. People trust those who have their priorities straight and live by them. It shows self-awareness, balance, and intentionality.
This is especially true when you’re able to succeed personally and professionally without letting one destroy the other. That balance makes your guidance feel trustworthy. If you can name the parts and show that they’re working in your life, it signals that you have a repeatable framework, not just good luck.
3: How would NOT knowing the impacts, parts, and practices of life ensure that a supposed leader would be, at best, ineffective and, at worst, reckless and irresponsible?
A leader who doesn’t understand the parts of life, what sustains people, what breaks them, what tradeoffs are involved, is likely to focus narrowly on results and ignore the human cost. That kind of tunnel vision might work for a while, but eventually things fall apart.
Using a financial analogy, it’s like someone obsessing over investment performance while ignoring cash flow or short-term savings. They might look successful on paper, but they’re one disruption away from crisis.
Leadership without a full picture of life leads to burnout, fractured teams, and short-sighted decisions. A good leader needs to see the whole system, not just what’s urgent, but what’s essential.
Question #1: How did this comment trigger you? “Not being good at technology” is the modern-day equivalent of not being able to read or write.
Answer #1: Honestly, it stung a little, but only because it hit a truth I’ve been avoiding. I’ve told myself that being “not good at technology” was just part of who I am, maybe even something to be proud of, the resistance and friction that comes from staying grounded or traditional.
But deep down, I know the world has changed. Tools, platforms, and systems are part of the modern environment we operate in. If I can’t engage with them confidently, I’m not only limiting my opportunities, I’m also outsourcing my influence and putting my future in someone else’s hands.
The trigger came from realizing this isn’t just about tech. It’s about stewardship. It’s about leadership. It’s about whether I’m choosing to stay small… or choosing to master the tools I need to build the life I’ve said I want.
That line wasn’t just provocative, it was a mirror. And I’m ready to face what I saw.
Question #2: Speculate as to how truly identifying the PARTS that make living a good life possible can increase both your value and authority in both your personal and professional life.
Answer #2: When I really take the time to identify the PARTS—the specific areas of my life that matter most, it’s like I suddenly have a map where before I only had a vague sense of direction. Each part becomes something I can see clearly, speak about with precision, and improve with intention.
Personally, this gives me clarity. I stop wasting energy on things that don’t matter and start showing up more fully in the roles that do. Whether that’s as a parent, a spouse, a friend, or just as the kind of person I want to be. That builds trust and credibility with the people closest to me, because they can feel the difference. I’m grounded. I’m innovative. I’m intentional. I’m becoming someone they can rely on.
Professionally, this clarity turns into confidence. When I know the PARTS that matter—and how they work together to create impact—I become a better communicator, a better decision-maker, and a better leader. My authority grows not because I try to seem impressive, but because I actually know what I’m talking about and I become increasingly interested in others. I’m living what I teach. That makes me rare, and valuable.
Bottom line: identifying the PARTS allows me to live on-purpose instead of by-accident or showing up by accident. And that makes me someone others listen to, learn from, and follow.
Question #3: How would NOT knowing the impacts, parts, and practices of life ensure that a supposed leader would be, at best, ineffective and, at worst, reckless and irresponsible?
Answer #3: If a leader doesn’t know the impacts, parts, and practices of life, they’re not really leading, rather they’re guessing. At best, they’re reacting to problems as they come, constantly behind the curve. At worst, they’re dragging others with them into confusion, burnout, or failure, and they don’t even realize it.
Without knowing the impacts, they can’t measure what’s working or what’s being harmed. They’ll celebrate the wrong wins and ignore the quiet damage being done to people, to teams, and to themselves.
Without knowing the parts, they can’t prioritize. Everything seems important, so nothing gets the right attention. And that’s how key relationships, core values, or essential systems start to quietly erode.
And without knowing the practices, they default to habits, most of which weren’t chosen, just inherited and repeated over-and-over again until it feels normal and routine. That’s not strategy, that’s survival. And it’s not sustainable.
Leadership without clarity is dangerous. It looks busy, maybe even impressive on the surface even though underneath, it’s reckless. Because if I don’t know what I’m doing and why I’m doing it, how can I ask others to follow me?
Real leadership begins with mastery of myself. And that starts with knowing what matters, what it’s made of, and how to move it forward—on purpose.
1: How did this comment trigger you? “Not being good at technology” is the modern-day equivalent of not being able to read or write.
Reading and writing are well-established technologies. These didn’t exist in all places at all times. They still don’t. In our society, however, reading and writing are considered “table stakes” for education. When we think of “technology” today we typically have computers, devices, and machines in mind. These are relatively new and some don’t feel comfortable using them, similar to the experience of a child or a person who lives in a predominantly oral culture experiences when confronted with a need or preference for reading and writing. The edge of “literacy” has shifted from reading and writing to using hardware and software. It’s an appropriate statement.
2: Speculate as to how truly identifying the PARTS that make living a good life possible can increase both your value and authority in both your personal and professional life.
Knowing the PARTS of a thing makes it possible to assess the thing and to create strategies around improving one’s ability to care for it. Most people don’t know what is included in living a good life. They’re therefore unable to assess or address those parts in a purposeful and strategic way. They aren’t in a position to design their life. Having identified the parts my value increases because I can help others identify them in their lives and having done so I have authority about aspects of life that they don’t—because they remain hidden to them.
3: How would NOT knowing the impacts, parts, and practices of life ensure that a supposed leader would be, at best, ineffective and, at worst, reckless and irresponsible?
Not knowing the impacts, parts, and practices of life means a person is unable to effectively recognize the impact that one area has on all the other parts of life. As a result, recommendations and actions from that person would often create havoc in many areas by addressing any particular area. They’re likely to sacrifice many areas in order to improve whatever they consider important in the moment and remain unaware of the negative impact “fixing” the area will have on other parts of life.
1: How did this comment trigger you? “Not being good at technology” is the modern-day equivalent of not being able to read or write.
I agree, technology has become an essential tool to leverage my time and share ideas in a clear & meaningful way.
2: Speculate as to how truly identifying the PARTS that make living a good life possible can increase both your value and authority in both your personal and professional life.
When I identify the parts, I create linguistic filters that help me recognize opportunities that create power and fulfill my purpose. As I fulfill my purpose, I create value and authority for myself and others because I live a life of integrity in which I do what I said I would do, and be who I said I would be.
3: How would NOT knowing the impacts, parts, and practices of life ensure that a supposed leader would be, at best, ineffective and, at worst, reckless and irresponsible?
A leader who does not identify and recognize the impacts, parts & practices essential for an operating system that fulfills their purpose fails to create the linguistic and strategic filters to prioritize by power and merely engages in busyness.