The Other Way

063: Human design in the workplace: find your purpose, build your ideal team, and more with Sarah Tulin

March 26, 2024 Kasia Stiggelbout Season 2 Episode 63
The Other Way
063: Human design in the workplace: find your purpose, build your ideal team, and more with Sarah Tulin
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In today's episode, we've got Sarah Tulin, a "human design introducer" who is bringing human design into the corporate world. We're merging astrology, Kabbalah, I'Ching, and Myers-Briggs with this powerful system as we dig into how to employ Human Design for finding your purpose, building your team, and reaching your full potential. If you're familiar with Human Design but want to go deeper: this episode is a must-listen for you. Sarah reveals how CEOs' leadership styles are tied to their human design types, and it's a game-changer. From historical shifts in leadership to optimizing performance for generators, manifestors, projectors, and reflectors.

What we cover:

  • Human design from the perspective of career
  • The energetics of a CEO + founder
  • Leadership styles by human design types
  • Building an ideal team using Human Design
  • Navigating conflict in the workplace
  • Misconceptions about different energetic types + how they operate
  • Ways to optimize how and where you work for your Human Design+ so much more


About Sarah

Over 10 years ago, Sarah began her journey with Human Design via the Gene Keys. She's studied both modalities extensively and has had the great opportunity to introduce this work to thousands of individuals over the years.
In her words, she humbly labels herself an “introducer”, recognizing that no knowledge she shares can substitute for someone's unique journey.

Over the years she has worked with several companies, founders, and teams, weaving Human Design practices into the workplace. Witnessing the magic unfold when team dynamics align? Absolutely incredible! She's all about making the workplace a space where Human Design vibes thrive.

 To connect with Sarah:
 

IG:   sarah.tulin
TikTok:  humandesignatwork

https://sarahtulin.com/

Support the show

To connect with Kasia

Kasia:

Hello and welcome to the Other Way, a lifestyle podcast exploring uncommon, unconventional or otherwise alternative approaches to life, business and health. I'm your host, kasia. I'm the founder of Inflow, a woman's wellness brand that designs intentional products to help women reconnect to their unique cyclical rhythm and find a balance between being and doing. This podcast is an extension of my mission within Flow. Here we provide intentional interviews with inspiring humans trailblazers, researchers, spiritual teachers and more on the journey of doing things the Other Way. Hey everyone, Welcome back to the podcast. I'm your host, kasia, and today we have a very special guest.

Kasia:

I am speaking with Sarah Tulin, who is a human design introducer.

Kasia:

Sarah works with individuals and corporations alike to learn more about how to better communicate, make decisions and show up in both their personal as well as professional lives, based on their unique human design. Now, one of the things that I found so fascinating about Sarah is that she comes from a hard science background and spent years in the tech world founding companies and working in software. She has worked with, all while implementing the principles and practices of human design. Today's conversation is going to be looking at human design from the perspective of work. We're going to share a bit about each of the design types, how they show up and say the role of a leader or a CEO. We're going to be talking about examples of each of the types in leadership roles and then we're going to be diving into how human design can inform how we work with others, how we build and structure teams and how we create impactful, productive and really aligned, purposeful lives. This episode has so much information when it comes to human design. Without further ado, let's jump on in and welcome Sarah to the podcast.

Sarah Tulin:

Sarah welcome to the podcast. Thank you for having me. I'm super excited to be here.

Kasia:

Me too, A long time coming. I've been waiting for this for quite a while, and we have a lot of juicy questions around human design and how it applies to your life. You are absolutely the expert in my eyes, and I cannot wait to ask you all of those. But before we do that, I want to start with a question I ask every guest, and that is what are three words that you would use to describe yourself?

Sarah Tulin:

Yes, this is such a fun question. The three words I would use are unconventional, direct and optimistic.

Kasia:

I love that Unconventional and optimistic. I don't think I've heard two of those. Actually, do you feel like and I mean we'll talk about the kind of human design element, but does that kind of align pretty well with your generator, which we'll get into Do you feel like that lines up pretty well with your design?

Sarah Tulin:

I think the optimistic part definitely. I think the unconventional part it's more around. Always I love challenging problems and solving them in interesting ways or finding solutions that are really unconventional, but just finding a way. So a little bit of that has to do with design, but definitely the optimism is the only channel I have to find in my chart.

Kasia:

So good. I love linking it back from the get-go. So I want to waste no time here. We are definitely diving into human design and before we talk about what that is, why it matters and kind of how it applies to our day-to-day in the context of a work environment, I just want to kind of set the stage for folks. And obviously I have mentioned this, I know, in the intro.

Kasia:

But what I find so fascinating about your background is that you're not just into human design and you describe yourself as quote an introducer where you're working with individuals and corporations to bring human design principles to the workplace. You also work in Silicon Valley. You come from a science background but you have spent years working in the tech world, founding companies, working in software. But you've done this all while implementing the principles and some of the practices of human design, which I think is just so rare, because combining those two is kind of difficult. It's like the woo-woo stuff sometimes I feel that you talk about in a meeting where you meet somebody who knows what human design is and everyone gets excited. So before we shed light on that whole perspective, can you just level set us with what is human design and also how did you find?

Sarah Tulin:

it. Yeah, no, those are great questions and it's certainly in the beginning can be quite overwhelming and sound strange, but now, years later, I can say that it's definitely helpful, especially in the workplace. When it comes to human design, what is human design? In one sentence, it's the study of us all being part of a hologram. The way I like to break that down in the real world is how our energy operates on our own in our own environment versus how our energy operates around others, so exactly how it is to work home on your own versus in an office space, and how that feels different. How I found human design was through a very special mentor of mine. When I was founding a hardware company, she came to me and she talked about my gate 34 in my chart and she was like we have to work together and I had no idea what she was talking about. But that led me down the rabbit hole of human design and ever since I've been studying it.

Kasia:

So just to clarify, when it comes to your energy when you're working by yourself versus with others, can you elaborate on that a little bit? Does human design look at what that energy looks like in the context of working with others? Does it focus more on the individual? How do those two work together?

Sarah Tulin:

So, taking a step back, I think in the workplace a lot of us are familiar with the Enneagram and the Myers-Briggs personality test, and what's interesting about human design is it is based on your birth details, your location, time of birth, birth date, and those details don't change throughout your lifetime, versus your Enneagram or Myers-Briggs can change depending on different environments. However, when it comes to energy, what's really interesting and if anyone's listening, looking at their human design chart, they'll notice that there are these colored gates, these numbers that have these different red or black or different colors, connecting sometimes energy centers and I know that that's getting a little bit into the weeds, but when they're basically not connected. So you, being a projector, you don't have your sacred defined, so on your own you might work in two to four hour spurts and then take an act. I call it an active break.

Sarah Tulin:

I don't necessarily think that all projectors are taking lazy naps all day long, but you might find that when you are around a generator, energy depending on how your chart is. Let's say you have, you know, the 15 defined coming out of your G center and then I have the five coming out of my sacral. All of a sudden it's like this energetic plug that lights up your sacral. So all of a sudden you might operate as a generator energy around that person or in the workplace and this is interesting because we'll get into it later that might affect how you communicate, how you make decisions based on being around certain energy. Again, making this a little bit more clear, kind of thinking about when you feel energized working around people versus when you might feel drained. That's something that I think all of us have had that experience, regardless of if you're familiar with human design or not.

Kasia:

Oh my gosh, I feel like I'm having a breakthrough right now. By the way, no one's ever explained it like that. I did do an overview. It's amazing. I'm going to deep link it below on human design, we didn't dive as deep into work and career, but I feel like that explanation is so powerful because, just for context, I typically work alone. I'm building my own business and that's a very lonely journey. But I recently took on a consulting project part-time and I've been thrust into working with the team and I'm talking very recently and I'm shocked by how different my energy is, just working in the context of working with other people. As a projector you mentioned, I'm a projector. We'll explain all of those, don't worry. It just feels so different and that is just so crazy to actually make that connection.

Sarah Tulin:

Yeah, it's often why I joke that I'm a manifesting generator wannabe, because I work primarily with manifesters and their energy. When we're together, I do become a manifesting generator, versus on my own I'm a pure generator. It's definitely interesting.

Kasia:

So good. Okay, we're keeping folks here on the edge of their seats. Can you walk us through the different types at a high level? And again, folks, I will deep link, like the deep dive we did, but just to remind people who may have listened to that episode, who are coming back to learn more, Sure.

Sarah Tulin:

So in human design there are four energy types and, technically, five types, because we do have a hybrid type. Walking them through, we have manifesters. Manifesters typically are here to inform and they create energy from their throat, and so it is not necessarily as consistent as the energy of a generator, which brings me into the next type, generators. They have their cycle defined. This goes for manifesting generators as well as pure generators. Manifesting generators are a unique hybrid energy. They have some manifestor components, with their throat defined and basically it's connected to a motor center which creates a manifesting generator, but they have some manifestor tendencies but still operate overall as a generator energy type. Then you have projectors, which will always have their cycle undefined same as manifestors as well, and they don't create their own energy. They actually get energy from others, and so this is something that's so important, especially in the workplace, because I think projectors often are susceptible to burnouts, are not necessarily.

Sarah Tulin:

A lot of times they are operating as generators, because there are so many generators around. Just to give context, about 70% of the population are of the manifesting generator generator energy versus about 27% are projectors. Then we've got 8% manifestors, and then the last one to mention are reflector friends. They have a completely undefined chart and so they are like the chameleon. They make up about 1% of the population and it literally depends on their environment how they're operating. They could be a projector, they could be a generator manifestor, really, depending on how those hanging gates in their chart end up plugging into other energy types around them, the other gates that are around in their energy. And just to mention, with reflectors, they follow a lunar cycle, so they live four mini lives every 29 days, so it's definitely a very unique energy type.

Kasia:

Such a good breakdown and could you share with us. There are the different parts of your chart that are filled in versus not. How does that tactically or tangibly translate into the real world? So let's say, for example, I'm a projector. I don't have my sacral defined. That is meaningful because I'm required to work with other people. How does that actually translate to some high-level patterns that we should be aware of?

Sarah Tulin:

Yeah. So a human design chart is quite complex and even if I speak about just one energy center, there's so much more to a human design chart. Just to give a little bit of background there, although there are four types or some people see it as five types, four energetic types, there are billions of combinations, so literally every chart is so unique on its own. But if I wanted to give it a really easy high-level example, anyone looking at a chart and familiar with the root chakra, the bottom square, basically if you're looking at your chart, you will either see this undefined, which would appear in white, or defined, which would appear in a color. When people have this undefined, they essentially serve as a magnifying glass to those with this defined.

Sarah Tulin:

So, for example, if you are on your own and you have an undefined root, you might not necessarily work well under pressure. But in an office environment, if your root ends up getting linked up or plugged in because of those around you and your hanging gates let's say, for example, you have the gate 41 in your root this is one of the gates and someone in your environment has the gate 30. Maybe you both have your energy centers undefined but together all of a sudden, you're defining a root and you're defining a solar plexus. So all of a sudden you might be making decisions from a place of emotion. With a solar plexus, you might be working really well under pressure because you magnify the energy, but then it's not necessarily sustainable long-term. So you could find that you go two weeks working under pressure and then realize you're not about it. Versus those that have this consistent, have this defined, they work really well under pressure and that actually could be quite motivating for them. They might actually enjoy that type of work versus someone that has that undefined.

Kasia:

Okay, that's a really good kind of high level breakdown in terms of defined sacred versus not defined and how that applies to working environments and energy levels and how that can fluctuate. Is there also kind of an overarching kind of pattern around whether to initiate versus respond, because that's something that kind of comes up a lot, and how is that different amongst the types?

Sarah Tulin:

Yeah, no, that's definitely a great question. So those listening in that are familiar with human design. You might already know that there are different strategies for each human design type. But just because those are defined doesn't mean you cannot initiate because you're not a manifestor. So manifestors, their typical strategy is to inform. They're here to sort of tell it like it is and bring others in, attract energetically people in to work with them.

Sarah Tulin:

I'm not going to go too much into the details, but if we look at a projector, their strategy is to wait for the invitation. So a lot of projectors find this out and they think, oh my gosh, I can't start anything because I'm not a manifestor, I am not a generator, I can't respond to something. And that could not be further from the truth. You can actually create your own invitation simply by saying hey, I have an idea, can I run it by you? Likely 70% of population generator. They will respond back Sure, I'd love to hear it. All of a sudden you've received that invitation and now, in an aligned way, you're able to initiate something.

Sarah Tulin:

So I think it's just about understanding how our different authorities operate and how we can actually go after and start things. So, for example, generators, their strategy is to respond, and this is interesting because they're not really waiting for an invitation, they're not really informing, but they're really following what feels like the right gut feeling. Generators typically they have either an emotional authority or a sacral authority, and it's literally like is that a hell? Yes, let's go after it and try it out, and through that they'll see where the response goes. And then, lastly, reflectors, who don't have any authority necessarily. It's kind of like they might live, as I mentioned earlier, these mini lives where they think, okay, I want to start a company. That company might evolve in a one month period very quickly, depending on are they doing this solo, are they working with others? And so it's very interesting, especially for reflectors, to follow the lunar transit cycles in human design.

Kasia:

Oh, so good. That is such a good breakdown, Thank you. I have to ask a question that has been on my mind since I learned about human design because, as we all know since I've said it several times now I'm a projector and that kind of authority around waiting for the invitation has, In many ways, it felt like it resonated, because that was when I felt more energetically inflow. For example, if I'm bringing in to evaluate on certain product decisions as a consultant, the invitation to come in and do that deep dive feels so different versus providing unsolicited feedback and advice. That's where that invitation feels so fluid. On the other side, there's also this feeling of, well, I can't start anything because I don't have the invitation.

Kasia:

I would love to pick a role. One of the roles I wanted to use was that of a CEO. Just walk through. This is trying to simplify. This is a very more general perspective. How would, let's say, a CEO look sound and operate at a high level differently between each of the design types? This is a question I've Googled so many times. I have not gotten the answer. I'd love to hear your perspective.

Sarah Tulin:

Yeah, this is such a fun question. Of course, for those listening, there's a lot to a human design chart. I would want to understand the gates that are defined and sort of. Is this person someone that has a defined throat center, for example, and whatnot, when it comes to this type of role? Just to bear in mind, this is completely high level, I think.

Sarah Tulin:

When it comes to manifestor versus projector, I'm going to start with these two energy types because historically, manifestors have been the CEOs, have been the leaders, have been sort of the informers. Right now, especially in society, we are going through a big transition from hierarchical to heterarchical. What's really interesting is projectors and I'm literally getting goosebumps as I talk about this. They are like the new CEO. They are here to make things more efficient. Projectors are the youngest of the human design types. They only came in around the late or mid 1800s. What's interesting is that they are here to really guide us and create more heterarchal systems. For example, we're starting to see today more and more flat organizations. We're seeing decentralization. We're seeing not the need for titles anymore. Of course, we still have them, but I can say that in the startup world at least, we're seeing less and less of that. It's not about what is your title and going to six different managers to get the idea through. It's actually about collaborating. That is very much projector energy, bringing in that flow.

Sarah Tulin:

When it comes to generators, if we think about that and the CEO role generators their biggest thing is really delegating and making sure that they take some time for themselves because they will work 12 hours straight and not sleep much if they're excited by what they're working on. It's also important to realize that they can delegate things out and not have to necessarily go, go go. I think it's really high-level understanding how your energy operates. And then also, are you a solo CEO? Are you working with others? Again, reflectors that are listening. You can also, of course, be the CEO model.

Sarah Tulin:

I think what's interesting there is, again, understanding the people that you're around. Do they make you into a generator energy, a more manifesto energy? What does that look like? How does that feel? I did a team reading in the past where it was three reflectors and one manifesting generator, which is so rare. When they came together, they all formed this generator energy, which their communication was very much yes no, not necessarily open-ended which was pretty interesting versus when they were on their own and being able to answer open-ended questions. I think it is honing in on where is the comfort zone and then how do you lead by those examples, whether it's in how you communicate, show up and whatnot. I do think projectors are here to be the new CEO.

Kasia:

I'll take it based on what I'm working on, I guess, just to dig a bit deeper into that, I'd be curious how would you describe the leadership style for manifester manifesting generator, generator projector and reflector like in that role?

Sarah Tulin:

I think manifestors they're very direct. They're here to inform. They have what's called a selective aura, so people are either going to listen to them or they're not going to really be sure about them. They're going to walk away from the situation. I always tell manifestors that they literally have a built-in BS detector. Those that want to work with them are going to work with them. Those that don't force it because that's not aligned. You're just going to get into your not-self theme.

Sarah Tulin:

When it comes to generators, in this role, I think it's really again thinking about the response, understanding the why and is that why a driver, and getting you excited For manifesting generators. It's very likely that they have a few different projects working out at the same time and not necessarily comparing themselves to others is very important because many, many Gen CEOs I know that I was thinking about who are celebrities that represent this. Tony Robbins comes to mind as someone who has 50 plus probably more companies. How does he do it? I think many Gens are the type that they might be a CEO of a few companies and that's not necessarily a bad thing.

Sarah Tulin:

When it comes to projectors, I think the way that they're leading is, again, always creating invitation, Always asking their team hey, I'm thinking about doing this.

Sarah Tulin:

What do you guys think letting them respond, creating the invitation, is how they're going to lead, versus, like I said, the manifestor is going to just lead. One thing that's important to note is that generators and manifesting generators have a open aura, so people will naturally flow in, and then projectors have what's called a piercing aura. As long as you continue to create those invitations and they're aligned, people are all in. They want to hear everything you have to say. You'll know that, because there is a funny stereotype of projectors that they do love to give unsolicited advice. If they just start the advice with hey can I share my thoughts on whatever it is you're going to share your thoughts on all of a sudden, it's the best advice. I always tell people that projectors are the secret sauce in the organization, but there is that conditioning to stay small and not necessarily speak up because of always feeling like you weren't heard in the past if you didn't have that invitation previously.

Kasia:

What would a reflectors leadership style look like? Like we're CEO of a company.

Sarah Tulin:

It's so interesting. Like I said, reflectors really depends on their environment. From the example of working with this small team of four, I can say that the Manny Gen on the team wrote an email and was looking for them to review it. I can't believe I wait four days to get a response back on an email that needs to be reviewed. But it can take a little bit longer. And it's not about the rush, it's really about how do I feel and how is my energy being affected in this moment.

Sarah Tulin:

So they completely are living off of the current lunar cycles, and then who they're around. So the one thing I think that's important with reflectors is they do suffer a lot from trying to define themselves and put themselves in a box that is a big. Every human design type has its conditioning. For reflectors it's like feeling like they need to have a definition, but they're literally here not to have one and they're here to really be the mirror, like literally the walking mirror that we all need to reflect back to us what we need to learn about from ourselves. So they're very powerful as leaders, but it's hard to predict how they would necessarily lead.

Kasia:

Yeah, because it sounds like they're chameleons. I'm trying to kind of summarize in my mind what it would look like and tell me if this is right or wrong. So a manifestor would be like we're going there and everybody like we just go there Like a projector would be like all right, here is the general direction. How can we get there together and it feels more collaborative, even though it's moving in a certain direction? A generator might have like multiple directions that they're working on, potentially.

Sarah Tulin:

Yeah, I think there it would be so pure generators might have a certain focus. Managed ends might have a few different areas of focus. An example, a direct example, is a CTO I was working with who you know came to go over his chart. He's a manager and he was like you know. I keep contributing to the marketing and sales team and I feel like I'm overstepping or I'm not in my place doing that. But it's actually that's exactly what is aligned for. A manager is to kind of go in, fix and then go to the next thing and kind of move very quickly through things, versus a generator might focus in a particular area of expertise.

Kasia:

That's a really good distinction. And then the reflector it depends on who they're working with and what that looks like. I think that was so, so, so helpful because I think it tangibly takes like a role that we can understand and then show how energy can show up differently depending on your type. And this is, of course, a very high level definition because, again, as you mentioned so many times, like your chart is so unique and if you go and pull your chart, by the way, I will deep link below a way to do that so you can maybe just look at it as you listen to this it's pretty fascinating to just see how all the things, like your gates and what's filled in versus not, can influence how you show up. Hi everyone, I wanted to pause this episode to tell you a bit about today's sponsor, my company Inflow.

Kasia:

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Kasia:

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Sarah Tulin:

Yeah, no, it's definitely. It's always interesting. I think those that like to geek out on human design, they literally every time I'm watching a show or something that I'm really into, I kind of love to look up the human design type. So, starting with manifestors, the founder of human design actually was a manifestor. So I always like to remind people that the language can be pretty intense, and that's because people either get manifestors or they don't, and so some people are able to kind of contextualize the language of human design and some people are completely turned off by it. Another manifestor example is actually Jennifer Aniston. When it comes to Mani-jen's, I mentioned Tony Robbins. I think that is a great example. Beyonce is also a Mani-jen and I think she's another powerhouse example.

Sarah Tulin:

I'm always like in awe of my Mani-jen friends and just sort of how quick they move and how quick they get through things. When it comes to generators, we've got Oprah and Einstein as examples, and when it comes to projectors, we've got Obama and George Clooney as examples, and then when it comes to reflectors really interesting we have the actress Sandra Bullock, and then we also have Amici the hugging saint, and that is exactly like when I think about a reflector. That is my best example. These are your friends that you literally depending on your relationship with yourself. If you love yourself like you will love this friend. This is the friend that you just are so excited to see, because they reflect back exactly your energy and what you need to see about yourself. So I thought that made a lot of sense that the hugging saint would be a reflector.

Kasia:

Yeah, so on point, that's such a good example I totally agree, based on, like, how you've described the type. So how about we shift gears into how this can show up in teams, because I know you've worked with a lot of teams and could you first start by sharing with us like why does it matter that teams are aware of the designs of the people that are on the team, and what have you seen in working with teams to kind of share why that might be important?

Sarah Tulin:

Yeah, I think it's something that understanding. So, first of all, when I'm doing a human design reading or I'm looking at a team, nothing should be new news. It's mostly affirming, but I think what's great about it is there are parts of a chart that are not necessarily based on human design type that we can look at to help understand. You know, does this teamwork well under pressure? Is everybody on the team super routine oriented? Or maybe half of the team are and half of the team aren't. So an example is the team there was about. I think it was three out of five of the team members were very routine oriented and they wanted like an 8am call every single day. But the other part of the team they were not routine oriented and so what they did was they just had Tuesdays and Thursdays as a call instead of five days a week. They've made a compromise through human design and the chart.

Sarah Tulin:

You can understand if someone operates well in different environments so they might enjoy traveling, versus they don't really get a lot of work done being in different environments and their best at a set workspace. We can understand emotions and how some of us, you know, really feel the emotions of others and some of us actually don't really notice that and how to have that awareness between the team members. And then I think you know, most importantly, I'll end on communication. This is type specific, but generators and manifesting generators are very yes, no people. If you ask us where we want to go to lunch, we don't care. And if you're a generator and I'm a generator or I make you a generator, we're going to go back and forth not caring until finally we decide on something. But if you were to say, hey, do you want pizza? I will respond with my strategy yes or no, and it's a very quick decision. So I actually know that in the workplace I'm not working with generator energy, so I will ask more open ended questions. But if I was working with a generator, I would try to create more yes, no versus open ended.

Sarah Tulin:

And as a generator, when I have open ended questions, I have like my stack of projector friends to invite them in for advice, because they always have the best advice. So I think from a team perspective, that really helps. And actually one last last thing there are certain gates that have to do with time and so there are certain people, regardless of their human design type, that have gates where they literally do their best work as night out Well, like from 3pm to 11pm, or that they would be most aligned, not working a typical nine to five. And so when I see that and I'm working with the team I usually encourage managers to say what if you let this person do whatever schedule they want for two weeks and just check out their productivity? Because they are conditioned to operate in the nine to five, but they're not really built to work a nine to five and the way that they operate with time is totally different. So I think those are really cool examples, yeah those are some really good ones.

Kasia:

I like kind of this. It's almost like an additional layer of diversity of your team. Like is the goal in an ideal team environment? I guess this would be like a broad recommendation, but would you want to see one of each type or you know? I mean, it's kind of like hard to hire for that. But like, is that ideal or does it kind of depend on industry and like the type of work environment? What are your thoughts on that?

Sarah Tulin:

Yeah. So I think it's really important to remember that there's no good or bad or compatible, not compatible in human design. On the venture team that I'm part of, we are three manifestors a manifesting generator and a pure generator, and so it's a lot of different energies and a lot of manifestors in one space and I think that it's really interesting to see how we operate. And it's not about, oh, we wish we had another projector and a reflector with us. It's more about understanding who does what best. So, for example, before knowing I joined the team a little bit later on, before knowing the CFO was the CFO I looked at his chart and I was like this person would make like a great CFO based on the certain gates and how they manage monetary systems and things like that attention to detail. So it was really cool to see that. You know, later on I found out that he was acting as the CFO.

Sarah Tulin:

So I think that there's definitely that's more important understanding the team dynamics, also adjusting when it makes sense.

Sarah Tulin:

So, for example, I'm very type B, but the rest of the team is very type A and because of that and I did listen to a few of your podcasts I know you are a type A as well, naturally, and I'm like a type A wannabe. It's like I appreciate it, but that's not the best way for me. However, I will make extra effort to, you know, add extra detail and context to things and make sure that they feel really secure and good about what we're working on, versus maybe things would be more sloppy if the whole team was type B, and there's nothing wrong with that, but it's just kind of. I might make some adjustments so that you know, as a team we work better, and I think that's it's like making not necessarily compromises, but it's kind of. You know, it's a relationship at the end of the day and you're working with those people, so you want to make sure that you can show up as your best self and understand, you know, what is your energy, what is their energy and how to best operate together.

Kasia:

That's such a powerful reframe around, like the actual exchange that's happening when you're working with somebody else, because it's not just about, like producing the outcome, but it's about how you get there that matters and that matters for, like team retention, engagement and the quality of the outcome. Right, like, if everyone is empowered to do their best work, understand the task at hand, bring their type A, type B selves through the office freely and kind of show up authentically in that way, in their best way, then the output is definitely better. I appreciated you mentioning there is no good or bad, right or wrong type. I think that's so valuable because in a lot of the explanations around human design there's kind of like a this is what the type is like at a high level, and I appreciated you kind of emphasizing multiple times like it goes deeper than that. Are there specific roles that are better suited for certain types or, in your opinion, no?

Sarah Tulin:

Not necessarily. I think that we all gravitate to what's interesting. There are certain gates that are I call it the gate seven. Oftentimes is considered the army leader, but I see it as like the HR gate, because these are people who are really good at setting up teams and knowing who would be good at what. You've got another gate in the G center seven as well. But the gate two is all about being able to take an idea and, like bring it into reality. So I think of this as ultimate product managers or project managers. Like that comes very easy for them. They're different, I would say it gets more specific into the gates. And then where are those gates?

Sarah Tulin:

Within a chart, because if anybody is looking at their chart, they'll notice these little symbols on the side and those represent the different planets and how they're aligned when you're born as well as when your soul comes into the body, and so, depending on if it's in your area of communication or your area of discipline or values, that it really is a big rabbit hole, but a big rabbit hole. But I do think that, no matter what your type is, you are as special as a reflector, being just 1% of the population, like we're all so unique. And it's not about oh, I'm just a generator or a manifestor, so only I can manifest. That has nothing to do with that. That's just the language of the type so well said.

Kasia:

Thank you for that. Let's talk about burnout for a minute, because you mentioned it at the beginning and I made a note that I wanted to come back to that. Where do you think because a lot of people are currently suffering from burnout? Where do you think that ties back into human design, if at all? Is it a case of, for example and I'm using myself as a projector, but I think this could apply maybe differently to different types but is it the desire to work against your innate energy flow? So, for example, as a projector, trying to push against exhaustion when working alone as opposed to working in spurts? Or is it as a projector, for example, working with a bunch of manifesting generators, generators, and then just suddenly having so much more energy that you can keep going that you don't notice the exhaustion? And again, I'm using the example of projector, but I would like to apply this as a whole as much as possible to the different types. Where is it stemming from?

Sarah Tulin:

Yeah, so a lot of our burnout appears in our not-self theme.

Sarah Tulin:

I didn't really go over our not-self theme, but high-level manifestors they will feel anger when they are getting to a place of burnout where they need a break. So manifestors, they are the type that they do create energy from their throat, but it is not consistent like a generator. So they could be like two weeks working 10-hour days, feeling on top of the world and then they just need to unplug, they need to go and recharge and not judge themselves and not compare themselves, like everybody a lot of times compares themselves to generators, because there are a lot more generators in the world and I meet many manifesters who their whole life operate like generators because they don't really realize that that's just not the norm, same with those that operate in different time periods. They just never were invited to work weird hours. When it comes to generator burnout, generator burnout is very much this conditioning of having to put others before ourselves, feeling unworthy, feeling like, oh, it's not a big deal. What if I say no? And I try to remind generators like what if is an open-ended question, don't try to answer it. Trust that if you don't want to help someone on something, it's okay and say no, like create that boundary. So a lot of generators they will overstep on their boundaries and end up agreeing to too many things and that's where their burnout comes. And they're not self-themed. Both for managing and generators is frustration. So I always say, like, when you're feeling frustrated, what did you say yes to? That was not a yes.

Sarah Tulin:

When it comes to projectors projectors they oftentimes they will feel bitterness as they're not self-themed. So they'll feel like you know, nobody heard me. You're in a room, you suggest an idea. Nobody hears you. Someone next to you likely a generator says the exact same thing. You're like wait, I just said that. And you're feeling like burnt out and not recognized and feeling like nobody hears what you have to say. And so two things with projectors is number one I go always go back to create that invitation and then people are going to listen. But two again don't compare yourself to a general. Don't feel like you have to work these crazy hours of a generator like working eight hours straight, because what a projector gets done in two hours is often what the average person gets done in like four to eight hours. They kind of you guys are so efficient, so it's just a different way. And I think another thing, just focusing on projectors a lot of the online world talks about how projectors need breaks, and then there's a lot of projector human design teachers who are, like they're always like doing their work from bed and so they're, like you know, overemphasizing this lazy looking lifestyle.

Sarah Tulin:

And I live with a projector and I think it's really important to understand how the different types recharge. As a generator who has consistent energy, my way of recharging is being alone, being in the bathtub, taking a nap, like actually taking a nap during the day, the way my projector partner that I live with. I will see him like do a 10 minute run in between a meeting, like that is a break, but it's an active break. It's not actually taking a nap. And then my version of like laying in a bathtub and just enjoying a solo night is his version of going out and dancing and being around people. That's actually how he recharges. Being around others is really what gives him that energy. So I think that's another really big thing, especially in that's kind of more into romantic relationships and understanding no energy differences.

Sarah Tulin:

But projectors they get their energy from others but they don't need to compare themselves with like why can't I sit in back to back meetings?

Sarah Tulin:

A last point there with burnout.

Sarah Tulin:

A lot of times, when I'm even doing a reading for a projector, I will do 30 minute chunks instead of a full hour and a half, because I know that they need some time to process all of the information coming in. And then, lastly, with reflectors, their environment is everything. So a lot of times they do need to spend solo time by themselves to kind of recharge their not self-themed disappointment. So when they're feeling disappointed again, a lot of it goes into comparison and feeling like you know how come I haven't defined my career, how come I'm always switching things? And it really depends also on profiles, which we didn't even hit in this episode, but there's a whole thing around the profiles as well, which are part of the human design chart. But really, to sum it up, pay attention to your not self-themed. That is your way of redirecting and understanding like what did you agree to do? That is leading to your burnout, and then focus on your strategy, whatever that is. So I always tell people, if they take nothing away from human design, just learn about those two parts.

Kasia:

That is so good, but wait, what was the not self-themed for manifestors and manifesting generator? Because I think we started with generator.

Sarah Tulin:

Yeah. So manifestors, it's anger. They will literally feel angry. That is their not self-themed. Their signature is peace. That is like where they feel the most alignment. Manifesting generators and generators are similar in that we have the frustration. Our signature is satisfaction. So building IKEA furniture is very satisfying. It's very clear. Start and finish Four generator energy Projectors just to recap is bitterness, and success is their signature, when they feel like, oh my gosh, they finally heard what I was saying or they finally agreed to what I was looking to do this whole time. And then reflectors it's pretty funny, but they're not self-themed as disappointment and their signature is surprised. It's like that's actually what they're going after in this lifetime, which I think is so fun.

Kasia:

That is so fun and that's funny in a way right, because with surprise I guess with expectation comes a lot of disappointment, versus, in the context of surprise, most of the time you wouldn't really experience that. That's like the whole Zen Buddhist philosophy of beginner's mind. But anyway, you will not believe this. But we are just about. At time this totally flew by. I feel like this is such a good example of speaking with a generator because we just kind of went through so many of these questions. It was amazing, sarah. Thank you so much. Before we wrap, I want to make sure that people know how they can find you and if you could also share with them. Do you have any cool offerings coming up? What do you have going on? I'm going to hyperlink everything below so you don't have to worry about that.

Sarah Tulin:

Awesome. You can find me on Instagram, twitter and, most importantly probably, youtube. You can follow. Just find my name, Sarah Tulin, on YouTube. I have videos on every human design type, every energy center, every gate that I mentioned here. I have links to where you can find your chart in every description. So I built that over a pandemic as a place for people to go dive in for free and have a resource, and then, in terms of offerings, I do one-on-one deep dives with individuals and I think I probably have my most fun working with offices and companies and helping teams understand how their human design operates. So I'm always happy on my website, which is also just my name, you can always book a call and learn more about that.

Kasia:

Oh my gosh, I cannot wait to hear from you offline All of the incredible success stories from teams operating this way. I just find that so fascinating, so progressive, and I'm super into it. Sarah, this was such a pleasure. Thank you so so much for joining me today. Thank you for having me. Thanks everyone for listening. See you next time. Thank you so much for tuning into the Other Way. If you enjoyed this episode, please leave a five-star review. It really helps the podcast grow and I'm ever so grateful. If you want to stay connected, you can find information on how in our show notes. And finally, if you're curious about Inflow and want free resources around cyclical living or moon cycles, check out infloplanercom. And, of course, for all my listeners, you can use the code podcast10, and that's all, lower case podcast10 for 10% off any purchase. All right, that's all for today. See you next time.

Human Design in the Workplace
Human Design Types and Strategies
CEO Leadership Styles Based on Design
Understanding Human Design in Team Dynamics
Understanding Burnout and Energy Types

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