Orchestrating Intelligence Secondary Expression

(formerly known as King, Intrapersonal or Ray 1)

Known As A Comprehensive Planner. We Secondary Orchestrating Intelligence individuals, or Orchestrators, demonstrate extreme fortitude and are able to cut through ineffective structures or posturing to get to the result. This makes us natural leaders with a greater capacity to control, lead, direct, and achieve greatness. Compared to other Intelligences, the certainty we demonstrate in our actions can be seen as incredibly bombastic. Because we accept no failure (in ourselves or others), we succeed by sheer force of will, which to most is equated as self-centered and egoistic. What should be respected and focused on is our capacity to get things moving in a direction that will work quickly, regardless of the obstacles.  We believe we cannot back down, or others will get the wrong idea. We assert our contribution in an overt way, which can be off-putting to others. We do not do this to intimidate or impress people, but rather to set the stage to display our distinctiveness. What is challenging to others is the clear, one-pointed intent we have.

Because of the denseness and systematic nature of our Creative Intelligence, it is sometimes hard for us to see the bigger picture. Ironically, it is our instinctive way to speak truth to power that helps us get through it. It is particularly difficult to identify the difference between our selfishness and separateness and to distinguish if the way we use these qualities is actually the best way to get the job done. It is easy for us to get caught up in our own importance and to use conflict as a way to substantiate our existence. Most other individuals will always believe that there must be a better way than to dive in head first, kicking and screaming. But then again, they are not the ones getting the job done. What counterbalances our ability to overdo (self-focus) is the desire for group good and altruistic service. In short, we succeed because we see the value of every team member and asset in achieving our goal. Ultimately, we succeed only if we are willing to share our creative capacity with our team and in turn be supported by the team to make our contribution bigger than previously imagined. What this takes is shifting from personal will to a transpersonal understanding of the value of the group.

Secondary Orchestrators seek to manifest our unique ability to see the larger picture in order to anticipate what is needed, so we are excellent planners. Unfortunately, having the Orchestrating Intelligence in a Secondary position means we can easily become more attached to using our destructiveness in tactical ways that are not thought out in advance. It also means we are more egotistically tied to our ideas and tend to take personal offense at anyone who does not live up to our ideal. We can easily identify Secondary Orchestrators by how much we require others to defer to us. Typically, we want to be acknowledged as the primary creative source in any project when, in fact, we are primarily coordinating the activities so they occur effectively. When we are undeveloped, we can be ruthless, belligerent, and intimidate others into giving us what we want. As we become conscious participants, we seek a common good for the group and honor each person as a co-contributor in the process.

The most important thing others can do to honor Secondary Orchestrators is to acknowledge our self-mastery in creating structures that allow groups we lead to survive and succeed. When we are honored for our ability to take care of ourselves and others, we can see them as a resource and not as individuals who are going to drain our energy. At the outset, one of the worst things others can do with us is to question our plans and processes. We can only accept others’ input after they have demonstrated the value of their unique skill base. Therefore initially, it is always useful to be respectful with Orchestrators. It allows the time we need to understand and find a way to maximize others’ value to the group. As we like to see ourselves as the initiators of things, this strategy supports us in doing that. During this period, it is important for us to assess how evolved each party is in their leadership capabilities. When actualized, Orchestrator Secondaries can become equal partners if the parties can reach a place of mutual understanding.

As Orchestrator Secondaries, we express our power by embracing seven techniques. The first is to be direct and assertive in any situation. Any ambiguity is seen as weakness or confusion. Second is to assess our resources in a detached way so we can leverage what we are doing in a way that will make an impact. Third is to have an uncompromised vision or scope so we can anticipate the objections of others and trump them. Fourth, we develop and manifest strong communication skills that can be persuasive in all circumstances. Fifth, we need to create ways for others to remember us as part of a legacy of a life well-lived. Sixth, we need to express ourselves in a way that will awaken the admiration and adoration of others so we can earn their esteem and respect. Seventh, we want to manifest a degree of personal integrity and self-mastery that will make an impression on everyone we meet. The difference between Orchestrating Intelligence Primaries and Orchestrating Intelligence Secondaries is that Primaries are unwilling to be defined by circumstances and will find ways to level the playing field if any imbalance exists. Secondaries like to overcome the obstacles and can be more dramatic and demanding in the implementation of their processes.

On the personality level, which is our Secondary Expression, Orchestrators use power to maintain safety and security in our position. Our personal focus makes us appear to be selfish and self-absorbed; when in fact we are trying to organize people around us in ways that would be beneficial to all. On a secondary level, we are more likely to be hands-on implementers, than at a Primary Expression. Until as an Orchestrator we have aligned ourselves and are clear about our vision, it is hard for us to be in alignment with others. As a result, most of our development as an Orchestrator on the Secondary level is about owning our own internal conflicts and learning not to blame others.

The purpose of a Secondary Orchestrator energy is to embody being in charge of our lives. At this level, our safety and security desires drive us to maximize our effectiveness in ways that can be somewhat off-putting to others in our environment. The more we can be present in ourselves and accept our power to manifest without subverting the will of others, the more we will be embodying it appropriately. Overall, the Orchestrating Intelligence on a Secondary level is about manifesting a sense of well-being others can aspire to. On a Secondary level, Orchestrators are more likely to be judgmental, preferring people who are honest and upfront, to those who are deceptive and dishonest.

As Orchestrator Secondaries we hold a large creative space and see ourselves as the arbiter who makes the choices that put our reality together. As we become more conscious, we focus on being abundant and maximize our choices to offset our fear of being powerless. We are usually heavily influenced by our Primary Creative Energy to provide a sense of direction and focus for our mastery. The more we give space to our Primary Expression, the more balanced our Secondary Orchestrating Expression will be. Until we focus on our Primary expression, the Orchestrator will seem more overdone and centralized, even if we are expressing it in a balanced way.

A balanced Orchestrator Secondary makes our home a castle. We like elegant surroundings and a sense of space and grandeur. Elegant surroundings help us to manifest our intentions in the world. We become very attached to being supported at a level that matches our contribution. This leads us to try to personalize our travel arrangements preferring first class service or our own plane. We love being chauffeured around because we feel we can then focus on getting things done more effectively. The more in balance we are with ourselves, the more we are able to share our generosity. The more out of balance we are, the more we use these things to distance ourselves from connections with people.

As an Orchestrator Secondary we are known for our extreme self-focus. While many would consider our demands for deference to be an overdone need for affirmation, what is really occurring is tha knowing what we want and who we are allows us to define ourselves powerfully in the world. While some are offended by our personal assertiveness because it impinges upon certain social contracts, typically we use it to awaken others to the possibilities of their own true nature. We believe it is our mandate to bring people together in ways that can produce large-scale results. Our ability to assess, determine, and discriminate what will work in a situation leads us to become overly attached to certain people in our entourage. Overall, it is our personal alignment with ourselves that compels others to align with us.

When we are Undeveloped in our Secondary Orchestrator, we focus on objective outer accomplishment. It is our steadfastness and endurance that distinguishes us from others. At this stage, we can be as destructive as constructive because we are unwilling to tolerate opposition. People find it difficult to confront us because of our ability to integrate our thoughts, feelings and actions into persuasive action. Ultimately, we like to see ourselves as liberating people who work for us from the tedious jobs they would have to do without our intervention. In this way, we believe we give the gift of freedom to the people who work for us, when in fact, we can be very tyrannical and demanding. The key characteristic that reflects this stage is our ability to make strong intellectual distinctions that define what works versus what does not work.

Undeveloped, we are known for our selfish self-reliance. At this stage, we are usually unwilling to trust others. Therefore, we believe we have to dominate and impress people with who we are. Our all-consuming ambition drives us into willful acts of self-expression that scare others. The first thing other individuals have to deal with is whether or not they are on the same side as an Orchestrator Secondary. Our one-pointed assertiveness can seem indifferent, when in fact, we may be very concerned about your opinions of us. One of the best characteristics of this stage is recognizing how we are able to effectively hide our true personal feelings behind a façade of righteous indignation.

What is not understood about Orchestrator Secondaries is that while we operate from a sense of egotistic pride, separateness and isolation, others think we enjoy this. Instead this behavior is the burden we accept when we want to change things and make them better. Others do not and cannot appreciate that our destructiveness is in fact, how we regenerate new possibilities. What others do not seem to get is that by challenging the status quo, we accelerate the process of change and set the tone that brings in new possibilities. Many would also say that we do this in a clever way that guarantees us most of the spoils. Actually, we need to change massive structures and this means we need to create an excessive rate of return to pay for each project and to have money to invest in the future. The friction that occurs in these situations also has an air of anger and violence that is the result of changing the structure of how business is done, not only in the projects we touch, but also in the industries our projects affect. While it is natural to be shocked by our demands and question the limits of our authority, there are bound to be upset individuals who are not willing or able to change from how things have been done. It is easy to classify us as sharks in the system and not recognize that many of the old ways had sharks on their own (who allocated resources for their own interest). Our promise is that our interventions will result in things being done more effectively and with greater attention to results.

Our Orchestrating Intelligence is focused on intellectual conceptualization and how this is grounded instinctively in our Sensations. This means that we build energetic distinctions in different layers of thought and that the more solidified these concepts become, the more real they seem. Our strength comes from our ability to be more comprehensive in our thought processes. When our upbringing is not supportive, it is common to shut down our emotional sensitivity, and act tough. The more developed we become, the more we use our emotional well being to organize different frameworks so that we can be more methodical and complete. Being present to our emotional truth also amplifies our power to see things in a more comprehensive way. This does not mean we will ever be at ease with our Emotions and our Feelings. What it does mean is that a little emotional sensitivity will increase the integration of our Thoughts and Sensations and will also expand our perspective.

Our Intelligence internalizes the sense of power and externalizes our capacity to command a response from the universe. We accomplish this by developing and synthesizing ways to enact overt leadership. The focus is to learn by refining a command and control structure, which creates better feedback about what works and what does not work. The result is that it makes us the primary resource of any project. Over time, our appetite and desire to impose a sense of will upon the world helps to unify and expand our influence. We assert our view as a way to test its impact upon others. This becomes a way we create a sense of dominion. This internalized sense of being the best becomes the lever that we use to challenge others to follow us. To operate in our reality, others need to participate and accept our superiority. The process becomes self-fulfilling as we grow. The larger our influence, the more people defer to us. Anyone who questions or subverts our will is either immediately cast out or simply destroyed. The more evolved we are, the less we use absolutes in governing others. The less evolved we are, the more we are willing to use brute force and be destructive as a way of breaking down what is not in alignment with our will. The more confident we become, the more flexible we become in attaining our goals.

On the Secondary Intelligence level, we always confront the issue of under doing or over doing our Creative expression. The goal is to find a point of flow within ourselves where we are not imposing ourselves on others nor are we being affected by their response to us. In this middle road, our energy can be expressed without taking a position about what is too little or too much. As Secondary Orchestrators, too little means that we do not take a leadership role in making something happen. When we under do, our strength and courage is withheld and understated. We frequently make a choice to not impose ourselves on others because we have seen how much turbulence and/or pain it causes others to deal with our perspective. Under doing provides us with a capacity to preserve our values but not to express them directly in an outward manner. In effect, we are trying to minimize our visibility and allow others to state the obvious and make the arguments for change. Some reasons for under doing our Secondary Orchestrating Intelligence are that we are afraid to assert our will believing ourselves to be too egocentric or too self-centered to provide a balanced perspective. Perhaps we are concerned that we will be rejected and made a scapegoat or an excuse for not taking action. Under doing our Secondary Expression prevents others from knowing how and what we contribute. As a result, our Tertiary Intelligence is overtaxed and we are more oriented to self-protection than expression.

When we overdo our Secondary Orchestrating Intelligence, it is easy to get caught up in our sense of how others should defer to us. This leads to greater distortions where we get caught up in what we know and diminish the knowing of others around us to our detriment. We also can get drunk on our sense of power where we toy with others, sometimes merely as a source of entertainment. Over doing our Intelligence also leads to an exalted state where we can do no wrong in pursuit of fulfilling our purpose. This could lead to situations where we do things just to prove we can. The major downside of over doing our Intelligence is that it promotes a sense of competition and even mindless destruction of effective co-operation because we are caught up in believing that we are the central lynchpin in any plan.

We mature and find fulfillment in our contribution by learning how to organize our Secondary Expression in terms of our Primary Expression. Either under and over doing our Secondary Orchestrating Intelligence minimizes our capacity to be fulfilled in our life work. It should be noted that any use and implementation of our Secondary Intelligence will get us noticed by others. This is a different experience than operating in our Tertiary Intelligence where others accept us but do not see our power. It is also different than any Creative Expression imprinting that merely irritates others and pushes them to ignore us. When we can find the place of expressing our Secondary Intelligence in a flowing way, it automatically re-orients us by organizing our Secondary Expression in terms of our Primary Expression. With a Secondary Orchestrating Intelligence, this means that our power to synthesize, detach and understand the principals and priorities of our Primary, take precedence. The power of our Secondary liberates itself by serving the intention of our Primary. In effect, we naturally integrate and centralize the will of the Orchestrating Intelligence in our Primary Intelligence. In this process, we become more fearless in the expression of our Primary.

What is not understood about the Orchestrating Intelligence Secondary Expression is that, while we operate from a sense of egotistic pride, separateness and isolation, others think we enjoy this. Instead, this behavior is the burden we accept when we want to change things and make them better. Others do not and cannot even appreciate that our destructiveness is in fact, how we regenerate new possibilities. What others do not seem to get is that by challenging the status quo, we accelerate the process of change and set the tone that brings in new possibilities. Many would also say that we do this in a clever way that guarantees us most of the spoils. Actually, we need to change massive structures and this means we need to create an excessive rate of return to pay for each project and to have money to invest in the future. The friction that occurs in these situations also has an air of anger and violence that is the result of changing the structure of how business is done, not only in the projects we touch, but also in the industries our projects affect. While it is natural to be shocked by our demands and question the limits of our authority, there are bound to be a lot of upset individuals who are not willing or able to change from how things were done. It is easy to classify us as sharks in the system and not recognize that many of the old ways had sharks of their own (who allocated resources for their own interest). Our promise is that our interventions will result in things being done more effectively and with greater attention to the bottom line results.

It is important to realize that Orchestrating Intelligence is different from the Visionary Intelligence, because we emphasize the expansion of knowledge into knowledge and power in the world. The Visionary Intelligence is more internally focused on recognizing how what they know can inspire or influence what others know. Therefore, it has no fixed way of expressing its power. Since the Orchestrating Intelligence is a group expression of action, we are unrelenting in our pursuit of ambition. This ambition is initially expressed as a need to master control over one’s life. It is not until later stages in life that the welfare of others is included in our Expression. When challenged, this Intelligence either reacts and suppresses dissent (when unevolved) or attempts to clarify what is behind the question (when evolved).

We can get caught up in the illusion of our personal magnetism. This occurs when we fall in love with how much we can bend the will of others around us. While it is certainly true that we have this capacity, it is important for us to remember not to compromise the autonomy of others or seduce them for our own personal benefit. To do so, sets up an opposition in whatever work we do with them which will eventually undo any good we have generated. We are also susceptible to the illusion that we are infallible because our personal capacity seems outwardly more powerful than anyone else’s. As a result, we can fall into the delusion that we possess the right to do anything we want, which has the effect of isolating us from others and the Universe. When this occurs, it sets up a natural opposition between what we want and what the Universe wants. Our personal growth requires that we respond to the opportunities the Universe places in our path to get the full synergistic value of such endeavor. Another way of looking at this situation is whether what we want is exclusive and based completely on our own personal interest or, whether it is inclusive and takes into account the needs of others around us so that every time we work toward our exclusive self interest it diminishes our capacity to contribute in a way that can be supported by others.

It is interesting to note that whenever we minimize the needs of others we end up maximizing the illusion that we are, in fact, in charge. From this perspective we can see that being in charge requires us to take others’ needs into account so that we can effectively move the whole situation forward. Another variant of this problem is that whenever we fixate on a particular ambition and do not take into account world trends or the circumstances necessary to bring us into alignment with those who want the same thing, then eventually our result will be sabotaged. The ultimate lesson is that we have to enroll everyone in the possibility of what we are attempting to create (and it must serve them as well) to create permanent and sustained good.

Our Intelligence appreciates questions that clarify and/or define our policies for others. We respect individuals who help to ground and focus action, while we resent and/or hate those who bring more confusion, sentimentality or outright misinformation to a project. This is because everything must be defined in terms of the common goals and objectives we establish. It is very rare that any other individual can change the direction of a person with this Intelligence. While logic is what we seem to listen to (based upon others’ perspective of us), the real issue that drives us to shift our perspective is more comprehensive or higher quality information. This explains why Investigative and Inventive Intelligences are more trusted and sought out as advisors for Orchestrators.  Investigators typically provide information that fills in the gaps or strategically summarizes the picture of what is happening with a project. Inventive Intelligence individuals collect and provide non-traditional information that is commonly missing in the summaries by Investigative Intelligence individuals.

An aspect of Orchestrating Intelligence that is similar to Visionary Intelligence is the general impatience that is felt with whatever project is being worked on. We typically convey a sense of urgency that drives projects forward at their maximum speed. Sometimes others who are around Orchestrators can get burnt out. It is important for those people to speak up about their needs so that an optimal development plan can be developed that is practical and sustainable. It is necessary to understand that Orchestrators need effective feedback to appreciate personal boundaries. Without this feedback loop, systems break down and our power will be diminished. This does not mean that others do not find us a daunting force to confront, for our stubborn and obstinate nature makes it seem like we are an immovable object. Individuals with the Orchestrating Intelligence seem to maximize personal freedom and self-liberation just like Inventive Intelligence individuals. The key difference is that Orchestrators only give themselves freedom as a direct result of their achievements.

Page Author: 
© Copyright 2016, Larry Byram. All Rights Reserved.

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