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From the Science of Accelerated Evolution
career_growth · how to get promoted faster
Anshul Kapasi Spoke to 20 Experts About How to Get Promoted Faster. Not One of Them Could Tell Him What Was Actually Missing.
Anshul Kapasi consulted 20 people across different regions to understand why his career had stalled. He came to them with specific goals: financial stability, better delegation. Every person he spoke to gave him advice. Nobody identified what was actually missing. In five minutes with Antano and Harini he knew the search was over. Six months later he had moved from manager to director level. His original goals had become automatic. His attention had shifted to a vision he had not considered before the process began.
Antano & HariniPersonal Evolution Scientists · Watch + read
Short on time? The video shows the change happen live. The article below walks it step by step.
The things to take from this
001The Right Answer Requires the Right Question
Anshul received a great deal of advice. The advice was not wrong. It was addressing the wrong question. Twenty people answered the question he asked. None of them asked what was actually missing for him specifically. That is the key question, and it is the one career conversations never reach.
002Original Goals Become Baseline
Anshul came to the process wanting financial stability and better delegation skills. After the installations, those goals became automatic. He stopped consciously pursuing them because they were no longer his ceiling. His attention moved to a larger vision he had not previously considered himself capable of holding. That is what capability installation produces: the old ceiling becomes the new floor.
003Speed of Recognition Signals Altitude of the Work
Anshul knew within five minutes of meeting Antano and Harini that he was in the right place. That recognition is specific. It is the recognition of someone who has been operating at situation level finally encountering work that operates at the level of pattern and identity. The search ends because the quality of the question changes.
Anshul did not get promoted because he managed his stakeholders better or increased his visibility. He got promoted because he changed as a person. The installations shifted the patterns running underneath his professional behavior, and the career result followed as a natural consequence of who he had become.
Part 01
The Expert Who Could Not Name What Was Missing
Anshul Kapasi did what a serious professional does when a career stalls. He went looking for answers. Not once, not from one mentor or one book.
He spoke to 20 people across different regions, people who understood career transitions, leadership development, organisational dynamics. He came to each of them with real goals: financial stability, the ability to delegate better, a clearer path to the next level. He listened carefully to what they said.
Every person gave him advice. The advice covered familiar ground. Build your visibility with senior stakeholders.
Develop your executive presence. Strengthen your strategic thinking. Be more deliberate about delegation.
Manage upward. These are not bad suggestions. They address real things.
But not one of those 20 conversations reached the question that mattered: what is actually missing for Anshul specifically, as a person, at the level where his current limits actually live?
That question is different from the ones the advice was answering. The standard career conversation assumes the person asking is fundamentally fine and needs better tactics. Get better at presenting.
Get better at saying no. Get better at running meetings. The assumption underneath the advice is that the ceiling is a skill ceiling, and skill ceilings close through learning and practice. So the conversation stays at the skill level and the advice follows.
Anshul kept doing what serious professionals do. He implemented the advice. He focused on the right things.
The ceiling held. He could see the next level. He had the experience to justify it.
He had the results behind him. Something was not closing, and the people he spoke to, all 20 of them, could not name what it was.
In five minutes with Antano and Harini he knew the search was over. Not because they gave him better advice. Because the quality of the question changed.
They were not asking what tactics Anshul needed. They were asking what was missing in Anshul, at the level where the ceiling actually lived. That is a different category of question and it produces a different category of answer.
The conventional view
Work harder. Build more visibility. Improve your stakeholder management.
Develop your executive presence through training. Take on stretch assignments. Network with the right people.
Ask for feedback and act on it. The ceiling is a skill gap and the fix is more skill. This is what 20 experts told Anshul Kapasi. The ceiling did not move.
Part 02
Why the Advice Never Reaches the Gap
There are three levels at which you can intervene in any career situation. The lowest is the situation itself: the specific presentation that did not land, the conversation with the stakeholder that went wrong, the report that got poor feedback. At this level you work on the specific incident.
You debrief, you adjust your approach, you prepare differently next time. This is where the advice operates. It is specific, it is actionable, and it does not change anything fundamental.
The middle level is the pattern that generates the situations. If you find yourself repeatedly struggling with stakeholder conversations, that is not bad luck and it is not a series of unrelated failures. It is one pattern expressing itself through multiple situations.
Work at the pattern level and the situation stops recurring. But pattern-level work is different from situation-level work. You cannot fix a pattern by getting better at managing its outputs.
The pattern produces the outputs. You have to change the pattern itself.
Above the pattern is identity: the level that determines which patterns are available to you in the first place. At this level, the question is not which patterns are running but which patterns are even possible for someone operating from your current state. A person whose identity includes the certainty of being someone who leads at director level has access to patterns that a person with a manager identity does not, not because of role title, but because of the internal organisation that the identity produces.
Identity determines the territory of available patterns. Patterns determine the situations that repeat.
This is why standard career advice does not close a promotion gap when the gap is real. The advice is correct at the situation level. Take on more visibility, manage upward, develop executive presence through training.
These are true things. But they address the output of a pattern, not the pattern, and they do not touch the identity level at all. Anshul spoke to 20 people who gave him excellent situation-level guidance.
None of them reached the pattern or identity level because that requires a different kind of question and a different kind of work.
Antano and Harini operate at the pattern and identity level through Excellence Installation Technology. The EIT process installs new patterns at the unconscious level where the old ones were running. This is not coaching toward better behaviour.
It is a direct change in the structure that produces behaviour automatically. Anshul changed as a person. The career results were a consequence of who he had become, not a separate target he was aiming at.
The pattern, as a circuit. One trigger, and it runs the full loop on its own. A pattern runs from one source. That is why it returns no matter how much effort goes in at the surface.
Part 03
What Changes When the Person Changes
The distinction
Anshul came to the process with two specific goals. He wanted financial stability. He wanted to delegate better.
These are genuine and concrete goals. They are also situation-level and pattern-level targets, the kind of specific outcomes a serious professional identifies after reflecting honestly on where their performance falls short.
After the installations, those goals became automatic. He stopped consciously pursuing them. Not because they had been abandoned but because they were no longer his ceiling.
He was operating from a state that made them natural. His attention had moved to a significantly larger vision, one he had not held before the process began because the internal organisation he now had access to had not been available to him before.
This is the distinction that matters when you are asking how to get promoted faster. There are two categories of change available to a professional. The first is skill acquisition: taking on a new competency, developing a capability you did not previously have, building a track record in an area where you had gaps.
This is CV-oriented work. It adds to what you can do. It does not change who you are as a person operating under pressure, in a room where the assessment is happening.
The second category is capability installation at the pattern and identity level. This does not add to what you can do. It changes what runs automatically when the pressure is on, when the stakeholder is difficult, when the decision requires you to hold something at a scale you have not held before.
It changes your predictive intelligence: the accuracy and speed with which you read what is actually happening and what is required. It changes the territory of patterns available to you, so that behaviours which previously required effort and conscious management become natural expressions of who you are.
Anshul needed delegation skills before the process. After the process he delegated naturally because the identity he was operating from was that of someone who leads at a different altitude. The delegation was a consequence. The person was the change.
Twenty experts could not identify what was missing because they were looking at Anshul's outputs and working backward to skill recommendations. The output of a pattern looks like a skill gap. But closing the skill gap does not change the pattern.
You get better at the technique and the pattern continues running underneath it, producing the same ceiling in a different disguise.
Antano and Harini identified what was missing in five minutes. Not because they have better frameworks for career development but because they work at the level where the missing piece actually lives. At the pattern and identity level, what was missing becomes visible quickly. And once visible, it is reachable.
Part 04
From Manager to Director in Six Months: What Anshul's Story Shows
The six-month timeframe is worth sitting with. Six months from the work with Antano and Harini, Anshul Kapasi had moved from manager to director level. He had been searching for the answer to how to get promoted faster before that, speaking to 20 people in different regions.
The search had taken time. The change, once it reached the right level, was fast.
This is what compressed time looks like in practice. The conventional path to a senior promotion involves years of incremental skill development, careful stakeholder management, deliberate visibility campaigns, and hoping that the right person notices at the right moment. That path is real and it works, slowly, for skill gaps.
For pattern and identity gaps it does not work at all, because the pattern keeps reproducing the ceiling regardless of how many skills sit on top of it.
Installation at the pattern and identity level works differently. When the pattern that was limiting Anshul changed, the career result was not a distant target he was still working toward. It was a natural consequence of who he had become.
The people above him were assessing a different person than the one who had been asking the question before. The promotion reflected that assessment.
What is also true, and what Anshul's story illustrates clearly, is that the original goals became baseline. He had started with financial stability and better delegation as the horizon. After the process those were not goals anymore.
They were facts. His attention had shifted to a vision that would have felt distant or unrealistic from his previous state. That is not ambition scaling up.
That is identity shifting to a level where the larger vision becomes the natural next thing to hold.
If you are asking how to get promoted faster and the answers you are receiving feel like they are missing something, they probably are. The gap is not in the quality of the advice. It is in the altitude of the question.
Every expert Anshul spoke to answered the question they heard. The question at the right altitude is different: what is actually missing for you, as a person, at the level where your current ceiling lives?
That is the question Antano and Harini ask. It is the question that leads to the right work. And the right work does not take years. It takes reaching the level where the change actually needs to happen.
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See what shifts when the person changes
The leadership series shows real cases of people who moved fast when the work reached the right level. Watch how Anshul and others describe the moment their original goals became automatic and their vision expanded.
Surface work bounces. Advice, effort and willpower operate at the level of conscious thought, so they bounce off. The pattern runs one level below. Change it there, and the old loop has nothing left to run on.A × T = C™. Antano and Harini's formula: Adjustment times Time equals Consequences. Effort on the wrong adjustment barely moves the needle in decades. The right adjustment, made once at the source, compounds for years.
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Watch the change happen in one real person
One free masterclass with Antano Solar John. The shift that changes this exact pattern at its source.
Capability InstallationThe process of embedding a new pattern at the unconscious level where it runs automatically. Unlike skill acquisition, which adds to what a person can consciously do, capability installation changes what operates below conscious direction, so the new capability expresses itself without effort under pressure.
Identity LevelThe deepest level of personal organisation, which determines which patterns are available to a person in the first place. A person operating from a director-level identity has access to different patterns than a person operating from a manager-level identity, regardless of job title. Identity-level change is what allows the ceiling to shift permanently.
Pattern LevelThe recurring structure that generates repeated situations. A pattern gap is not a skill deficit. It is a difference between the patterns currently installed and the patterns required to operate effectively at the next level. Closing a pattern gap requires installation, not instruction.
Compressed TimeThe acceleration of personal evolution that becomes available when work reaches the pattern and identity level. Changes that would take years of incremental trial and adjustment through conventional development occur in a fraction of the time when the process targets the right level directly.
EITExcellence Installation Technology. The body of work developed by Antano Solar John and Harini Ramachandran for installing excellence patterns at the unconscious level. EIT operates at the pattern and identity level, producing changes that cascade across every domain of a person's life simultaneously.
Questions people ask
How do you get promoted faster when you already have strong performance?
Strong performance demonstrates competence at your current level. Promotion to a more senior level requires a different assessment: the quality of your read under pressure, whether you lead or manage, whether you inspire action or instruct it. When those are limited by an underlying pattern, stronger performance does not move the ceiling. The pattern needs to change, and that requires work at the pattern level, not more situation-level effort.
Why did 20 experts fail to identify what was missing for Anshul Kapasi?
Because they answered the question he asked at the level he asked it. Career advice typically operates at the situation level: specific tactics for visibility, stakeholder management, executive presence. What was missing for Anshul was at the pattern and identity level, below where the advice was aimed. That level requires a different kind of question. Antano and Harini asked that question in five minutes.
What is the difference between skill development and capability installation?
Skill development adds to what you can consciously do. You learn a technique, practice it, and apply it with effort. Capability installation changes what runs automatically at the unconscious level. The installed capability expresses itself without effort because it has become part of the pattern and identity structure, not an addition to the skill stack. Anshul did not need delegation techniques. He needed a delegation pattern installed, and once it was, he delegated naturally.
How fast can a promotion gap close through EIT?
Anshul moved from manager to director level within six months of the work with Antano and Harini. This is not a universal timeline because the gap and the person are specific, but it illustrates the compressed time that installation produces. Through conventional development, pattern-level change can take years if it happens at all. When work reaches the right level, the timeline changes fundamentally.
The full session, in text
Read the full transcriptFor readers and search engines
Anshul Kapasi for me is a story of accelerated personal excellence that leads to past career growth and business acumen. Because when he came, I think his immediate goal was financial stability and he wanted to learn how to balance time and be able to delegate better and so on. And what happened is that he changed as a person and there were certain adjustments and installations that happened that allowed him to go past those needs, go past those goals and objectives to the point that he now started taking them for granted. And his focus is on a much larger vision. So to my mind, life, don't complicate it, keep it simple was my mantra, but how to achieve it, I had no idea. And I had been looking for those answers. I went to my ex-CEOs of different previous companies to chat with them, what makes them click. I always go to my seniors, I used to walk around and try to tap into what do they do that will, you know, that I can make that shift. But it was not happening. So I spoke to best of my friends who were from consulting, whether it's McKenzie, Accenture, any company. I must have spoken to at least 20 people in different regions, India and abroad, about how to make that shift. People give advice, but I don't think that they really get to the question of what is it that is missing for that particular person. And that I think is the key and which because of their sensory acuity, Antono and Harini are able to solve it so quickly. I came to Delhi for my pre-consultation. I met Antono and Harini and then it was fantastic. So it was like in five minutes of meeting Antono and Harini, I knew that I was at the right place. And that's what I wanted to pursue for us. Okay, so the couple of things, one is that, so the first thing that comes to my mind is financial stability. Now, financial stability for me is not just having a good bank balance. Now, how you earn it also is important for me. The quality of, let's say, deliverable or what I do for the organization, wherever I am, irrespective of where I am, in the way I go about doing it, what I'm recognized of, what is my character, that's what I want to build on. So that it's not that I want to leave a legacy, but whatever I do, I want to do it with excellence so that I excel in it. And I'm able to, while I'm having fun, while I'm doing that, I earn a good amount of money. I'm able to sustain and live my own dreams. I can enjoy those journeys with my wife, with my mother, with my mother-in-law, with my friends. So that's what I want to do. So, when you say financial stability in any way, what does that mean? How do you know that you have financial stability? It's not easy enough to surpass that retirement itself and say that I don't want to sit at home. Even after 60, which is 58 or 60, I can still continue to work, still able to contribute, still able to do things, still able to have a glass of wine, still able to play badminton, whatever it is. So that's what I want to do. So it was, from then, if I fast forward it to April, and I attended the first event, and after the event, as they say, it started changing rapidly. So I joined office back, my normal routine started to kick in, but there were some differences that started to appear. And those patterns, when I look back now, I can make out something, but at that time it was like an autopilot which was working, and which was probably taking me to different places where I had not been. So it was something like, there were a few things that I was really worried about, which were actually not such big things, but my mind shift actually helped me get to the next thing. So it was my promotion, more money, more visibility in the office. And now when I'm in July 2017, I've sorted so much in the office and so much at home, I can pack a lot more in the same eight hours today in the office. I've literally got my, there's no, I think the words that Antono uses is that if you're able to perform better, there will be no rules for you. And I literally can sense that now, if I do something in office, I don't need a formal permission, I don't need to seek permission, I will go ahead and do it. And because I've proven again within the three months of span of time, I've proven that I can do, deliver, take bigger things, bigger challenges. I'm just pushing my own boundaries right now. The things that I was never considered for, I'm being considered in the office. So within the office, I've just completed a big project. Now, essentially this project is so huge that I'm now taking a trip to UK office in September. I'm meeting this chief operating officer because essentially this is a regulatory governance project. If it goes wrong, we can have financial penalty on the organization. The last time there was a financial penalty which was laid down by the regulator for Aviva was around 80 million pounds. It's a huge project. It has a pretty big significance for the organization. And this was the first time that India office actually led that project from India instead of UK. And I led that project completely. When Antono today was talking about saying that there are no rules for good performers, I believe I'm getting there and fast. In his personality and presence, you can see when you look at the pre and the post that there's this leap in his executive presence and how people are perceiving him and his ability to understand mindsets and be able to make those shifts. I think those are business critical. And one of the things I believe is that in any organization, if you are able to improve the business, growth comes naturally. When people come to me and when they're looking at career growth, instead of looking at the career growth, I'm looking at what can happen to this person? How can they change as a person so that the business grows rapidly? How can they bring in organizational excellence? How can they close deals more effectively? How can they bring excellence in completion of things? And when you help people to build the natural traits and qualities that, when added to what they already have, would allow them to excel in each of these things, I think career growth happens as a natural byproduct. And in the last three months itself, Anshul Kapasi has been able to significantly grow in this organization to the point he's taking on projects that are generally only given to people who are one position or two higher than where he is. Everybody puts a ceiling to their achievement. There's a ceiling to the role. There is a ceiling to what you can achieve. Those ceilings are not there. We've put that. If they remove that, it's limitless. You can keep growing. Some of the patterns that we did for even the smallest limitation, which is something as inhibiting that I'm trying to follow the formal process, like permission and everything, those are small things, but that shift made me just go after everything. So I was probably doing less. I'm doing more now in the same amount of time. I'm doing more things. So there are four initiatives that are running within the organization, that organization level, which I'm now part of, which I was never concerned because I always thought, let me do my job properly in full detail, 100% accuracy, I will put in a lot of hard work. I used to probably stay late, but now it's not required because I'm able to do the four things, delegate properly, and look at the holistic picture and still able to manage a lot because it's coming so innately and it's that comfort that, A, who you are, you get to your senses, you remain who you are, you probably accelerate your own capabilities. Some of the changes we did for the capacity of sensory security, to be able to notice the human psychology. There is no book on earth that can actually teach you the psychology of human beings because each person is unique. So what I believe is that if you help and develop the capability for people to be in the moment, to have the presence of mind, to be able to see, hear, and notice distinctions, and to be able to intuitively and innately do this, then what happens is their day-to-day experiences become a learning program for them on human psychology. And I think if you are in the business domain, you need to understand the psychology of people because each person is driven differently. And whether it's delegating to your team or whether it's closing deals or whether it's negotiation, your ability to map the psychology of that person, not by sitting down and writing something on a paper, but by doing your job and intuitively recognizing what is going on with this person. I think those set of adjustments that are needed for a person to be able to evolve these skills include developing sensory security, presence of mind, high performance when dealing with people, to allow for thoughts that are going on in the mind related to some other area to pause when you're actually focusing on what has to happen with this particular individual. I think those are the adjustments that lead a person to learn about human communication and behaviors in everything that they do in life. So I personally believe that a good learning experience is when you have set yourself in such a way that when you do day-to-day things that you already do, it has to enhance what you're trying to learn. Which means when Anshul goes and performs in his business, it also becomes practice and training into how he understands people. And that is why in six days we set him up for that. We make sure that when he goes back to his work, he has high sense of security and high performance in dealing with people. And that means when he's dealing with people every day, he becomes better and better and better at their psychology and how to influence them. And I think Anshul is able to go from where he was to where he is right now, not only because of what we did for them, but because he's also fortunate to have a context where right after these six days the adjustments and installations are done. He has a context where he can go and deal with people, people who are reporting to him, people who are from the customer side, people who he is reporting to. And I think having that kind of a playground kind of sharpens every day because I believe that true practice is performance. And you just set a person to be in high performance and then they become a better learner. And when people become a better learner and they have the right opportunities, I think three months can actually help the person reach where others would have taken like 10 years or more. Because to develop executive presence, most people have it or they don't. But even if someone goes to a leadership training, it takes years before they actually develop it. But I think with the right mindset, the tools, I think you can hear the distinctions, the difference in Anshul's voice, the way he sounds, the way he looks, the way he moves. Everything shifts and part of it is his incredible fascination to what he has become and how this will allow him to get to the next level. And I think Anshul is also aware and recognizes the fact about excellence is that no matter where you are, there's another bar of excellence. And the fact that he's open to that is encouraging. And I think one of the important things about learning is that when you achieve small milestones, if you celebrate, your neurology takes that as a learning and says, OK, we need to do more of this. And I don't know if this happened during upper if Anshul always had this trade that he likes to celebrate. His achievements and I think that kind of a mindset kind of accelerates things for people. And that's what you see with Anshul. I want to be able to, as they say, raise the bar again and again and again. And I suddenly feel that the five months time period for my promotion is long. I've never felt like that. It's like what Antony talks about time distortion. It's like slow is fast. It's just happening. I was telling my boss that December is too far for my promotion. I need it now. And I told her that in three months, this is what I've done. So she said, that is a lot. It's very interesting to see Anshul talk about how he comes. There are leadership training programs available where people, even if there's something practical from that program, the responsibility is on the individual to go and apply it. And perhaps it might work for that person if they apply. And most people he says go there like it's like a tick mark. They need to put saying I've completed three programs. The interesting thing is Anshul didn't come for any of those things that are covered in the leadership programs. But he ended up developing those very things in a very compressed time. And I think that is what capabilities are really about. That, you know, there are sometimes a couple of capabilities that is common for one person. But then for you, if you make a little tweak or improvement there, it kind of develops various other skills that you are focused on. I think that distinction is important. And I think one of the things we focus on is the primary fundamental capabilities, you know, like so that you become a better learner. And I think context is the best teacher. Performing is the best practice. But if you are not equipped to make the maximum amount of the context you are in and in the performance you are engaging in, our job is to make sure what additional traits do we need to have you develop so that you can make the maximum learning in every area from what you are doing day to day. And I think Anshul, what two things that I would say that Anshul developed is sincere acuity and high performance when dealing with people. So these two capabilities, in my opinion, is significant for anyone who is interested and serious about their leadership and personality development on a whole. I had myself and my wife, we've been struggling to find, as you noted, leadership sessions. Nothing has helped because nobody is able to find that missing link. I'll give you a couple of examples from my office itself. So there are organizations, whether we have external interventions, so there are, what do you say, personality or leadership coaching. There is soft skill development coaching that happens in the, but that is partly theoretical, partly the application part is left to the participant. And my guess is that the loop is never, never closed because it's an open ended question. It's too generalized and people are not able to be specific about their, what is it that's missing. It's a general statement. Leaders need to do this or somebody needs to, if, but if your ownership and development, by the time you reach the training hall or the training, the training academy or whatever it is, you already in your mind, you are thinking I'm going to go there for two hours. I'm going to get lectured on that topic and I'm going to come back. And it's a tick in the box that I've done the training. Every year I have to do four trainings. I've done four trainings. It just doesn't have the impact. For some, if people are really, really driven, they might have some teeny, mini changes, but those have to be so conscious that you have to always carry a book. What is the step? What am I going to do? But this is so different because it's so ingrained in you now that you don't have to worry about looking at any book. I don't have a book now in the office. I'm so aware of myself. They gave the book of my life back in my hands, which is so phenomenal. Every work we do is holistic in nature in the sense I don't believe in this concept called work-life balance. Because most of the people speak about work-life balance, they see like a seesaw. You know, one goes down, the other goes up. I believe in integration. That if Anshul can become better in his career, it must also strengthen his family and his fun and the time he spends with his children and so on. And if he's spending more time with his family, the creativity, the peace that he gets must flow back into the business he does. And I think when you set things up that way, what happens is that everything you do plays into everything else. It's a natural consequence for me that Anshul has more time for his family, he's having fun, he's going on vacations and being successful in his business. It's that kind of a configuration. Instead of a balance approach, if you build an integration approach, then you would say, hey, Anshul Kapasi is succeeding or this person is succeeding because they're spending so much time with their family. Because each of them start playing into each other. Life, I think it's changing every day. The last one year is literally like God sent. So because there's so many changes that have happened, professional front, personal front, in terms of what I did, what I was able to do and what I can imagine I can do. So the limits, there are no limits. So it's the limitless, it's like the fountain of opportunities has just begun to open up. So it's wonderful. Personally as well, I've started to connect more with people and that's one of the areas that I actually want to improve more on so that I can help people at personal level as well. Because if my life has been touched in so many ways and if I can help others as well, that would be wonderful. Capabilities are very elusive in nature because a lot of times people don't, when they want to help themselves, they don't say, hey, what capabilities do I need to build? People are looking at motivation or techniques on what they can learn. I'm looking at who they can become. And I think that's a completely different mindset. And I think unless you have years of experience looking at people as who they can become, it doesn't mean that you're disqualifying what they have. In fact, the way you look at who they can become is by accepting who they are first. And then if they're specifically given you permission to say that, hey, I want so and so things in my life, then you start looking at who they can become. Then you start developing an intuition over time as to what additional traits or capabilities they need. And I think just identifying what capability is going to make that big butterfly effect in that person's life requires some expertise. And also when people find that out, there's one thing to be conscious of it, another thing for it to become innate. And the whole idea of excellence installation technology is a set of tools and techniques that we have borrowed from neuro-linguistic programming that can allow a person to develop a new habit or a trait very fast. And it can become innate. So what Harney and I focus on is instead of a person taking, first of all, many years to decipher that they need to work on this capability and also going to the burden of continuous practice or doing something for them to go back so that they can develop the capability, Harney and I look at how can we help this person develop this capability now? And that is why we do Up for Six Days, because I believe that's the minimum time I require, compared to six years or ten years that can take for a person to develop some capabilities. I think six is like really instant. And that's the minimum time Harney and I require to be able to notice some of these things and to be able to help the person develop that capability and also test and validate that the process of that capability being utilized is started. And one of the reasons why it is possible to do it in six days is because a lot of capabilities and traits are available to a person in some context. Like for example, a person could be an athlete and they have some high performance. Now if you could like recondition the neurology so that every time they're having a negotiation, that same state kicks in. And it's a completely different performance in results and the ability to generalize that. So to be able to take that performance in one area you conditioned them to and to be able to condition it in different other areas. That's what we do. That is excellent installation technology, to be able to notice what is missing and help that person develop it really fast. Instead of waiting years for that to happen. Sometimes capabilities are innate. So you just can't necessarily look at it and say, oh this person's life has changed because you're changing the individual. Now they go and work in their life. They go and work in their relationships. And it's over time that all of the other elements start changing. So that's why we say A into D equal to C. You make precise installations or adjustments and the consequences multiply over time. That's why it's A into T equal to C. If Anshul can arrive here in three months, I'm curious what is in store for him in a year from now. And I have no doubt that he would be launching his legacy very soon. Because to me legacy means that you're taking all the experiences that are unique to you and you're giving something to the world that only you could deliver. And that requires you to be able to get out of the vicious cycle of the financial and time constraint. It allows you to be able to communicate your ideas. It allows you to be able to execute higher talent, delegate a lot of stuff. If this is the consequences Anshul is able to produce based on the adjustments we help him make in three months. And if he has that kind of performance and context to multiply these consequences in three months, I'm absolutely sure that in a year or two that he is going to be launching his legacy. Thank you. Thank you.
Before You Go
The article names the pattern. The masterclass changes it.
