Human Designed Strategy for Personal and Professional Fulfillment with Molli Lou Hollows

We are all trying to build the life we really want, balancing what we are doing with the lifestyle we dream of. However, are we truly making a life that matches our deepest values? How can we be sure our path fits our real goals? In this episode, we have Molly Lou Hollows, founder of Strategy Sculptors. Her business focuses on both the practical stuff we need to build and understanding our true selves, so what we create aligns with the life we genuinely desire. Today, we will explore what human design strategy is for business consultant clients. Molli shares what Unified Field Theory and Morphogenetic Field is and how it actually attracts opportunities and experiences by just being themselves with purpose. Join us and align with your true self! --- Listen to the podcast here: Human Designed Strategy for Personal and Professional Fulfillment with Molli Lou Hollows Welcome to Action’s Antidotes, your antidote to the mindset that keeps you settling for less. I’ve been doing a bunch of these podcast interviews and I’ve witnessed a whole bunch of different motivations, a whole bunch of different reasons why we all build our businesses and/or passion projects of any kind. Some of it’s based on certain specific circumstances and others based on something that we’re called to do, but at the core of everything that we’re trying to do, the journey that we are all on right now, is trying to build the life that we really want. Then there’s kind of a juxtaposition, a meetup of the physical thing that we’re building, what we’re actually doing as well as the lifestyle we’re trying to achieve, whether it be escaping something we don’t want or whether it be feeling really in touch with having our lives be in alignment with who we truly are. My guest today, Molli Lou, is the founder of Strategy Sculptors, and her business actually works at that intersection of physical, tangible thing we need to build as well as understanding who we are at a course that what we’re building actually matches the life that we really truly want. --- Molli, welcome to the program. Hey, Stephen. Yeah. I’m excited to be here. Super awesome. Oh, that’s amazing. Now, first of all, let’s get a point in time out. How long have you been at it with Strategy Sculptors? Well, in 2020, that’s when I really started my full-time entrepreneurial journey. I think a lot of us did. We were all home so we all were questioning things and really looking at ourselves in a different way. We were all at home and so I really started to be like, okay, I’ve always wanted to do this. So I dove into it and I started going to school for hypnotherapy. I already had gone through and was a certified breakthrough coach, specifically, and I just felt like I needed something more tangible to use than coaching just for me. Coaching is great but I have always felt like I was going towards a framework that I was creating on my own, that I was going to enter the framework eventually.Share on X I ended up working towards other things. I felt limited, actually, by the hypnotherapy. I wanted to use it as a tool but I wanted to be able to make it scalable so that I could make as much income as I wanted and I wanted it to be more flexible because the one on one, it gets old. I didn’t want to trade my hours for dollars. I wanted that to be, for sure, part of the solution, part of my entrepreneurial journey was to find that, and I ended up working with a lot of entrepreneurs to begin with, and I realized maybe I just loved entrepreneurship and then it was kind of this delicate balance of finding a way to have both, to have both entrepreneurship and spirituality merge. And then I ended up where I am now, where, finally, I’ve figured it out. Coming into 2020 when you started rethinking a lot of things, what were you doing? Did you have a full-time normal job? Were you just trading your dollars for hours through this hypnotherapy coaching or was there something else? Right up until 2020, I was a women’s advocate, was my position. I was basically a professional feminist. I worked at a nonprofit, did some really incredible work, and I was actually --- like the way, actually, that’s a really interesting place and it was really pivotal in my understanding of things, because to be hired at this place in the first place, you have to be a very particular type of person because they’re very picky, and it’s non-hierarchical. There’s no hierarchy. Nobody knows how to do that and so they weren’t doing it great, necessarily, because what does that mean? How do you hire, how do you fire when it’s under those circumstances? Yeah. It was experimental. Right before COVID hit, it was like January. I ended up being let go because I’m very abstract thinking, I tend to --- actually the model I’m doing a business now is non-hierarchical as well but it works and so I understood how to do that and was doing it a little too far for their comfort, I think, and so I’m super glad that it worked out that way because it wasn’t aligned and I would have stayed there forever if it hadn’t happened. I would have thought, “This is it, this is the big thing, this is important,” and it was all conditioning, like I wanted to be this image of a person that I had in my head, this feminist, edgy women’s advocate, and I was doing great things but it wasn’t the great thing I was supposed to be doing. That’s interesting in so many levels, to be honest. Because, first of all, I’ve had on my mind for quite a while the idea of these quasi things you can consider utopian fantasies, in a way. There’s some people trying to make it a reality, and on a smaller scale, something that I think a lot more people have exposure to is the idea of unlimited PTO and how, even I’m a strong advocate for the idea that we shouldn’t even be tracking hours because the value of our work is no longer in the post-industrial age connected to the number of hours you’re sitting at a specific desk, yet we see so many people taking ideas like that and possibly not thinking them through or not implementing them properly. So one of the things --- the fascination there is on this idea of the holacracy, as some people describe it, the no one has a specific role, there’s no hierarchy, but how do we still make the business work the same way when we see a lot of people go to unlimited PTO but don’t change anything about their work culture, a lot of people have actually observed people taking less time off because they feel pressured to not be appearing as if they’re not working hard because they take a lot of PTO. So, did you observe some of this in this situation where it was ideal on paper, you thought it was ideal but turned out to not be ideal, people didn’t implement it right and needed to be another step? Basically, the way they did it was we all do everything, like everybody had these specialties but everybody did everything, and that was the reason it didn’t work, right? Like my interview there at this women’s freedom center, all of them were there. It was a room full of people. Casual conversation, it was great and I loved it. The problem was when they let me go, it was the same way and so that’s a very different experience, right? Also, when everybody does everything, nobody does anything well. I mean, they all did it really well. I want to say that that nonprofit, it’s doing incredible. I just mean in the sense that when there are roles that are not self-designated but organic, that occur organically, when leadership disperses organically rather than forcing everybody to be the leader, it works a lot better. When it’s just like what’s working now, for me, really, really well is we all have separate roles. So the bigger picture is there’s sort of an onion and before, somebody is like part of it, like fully, fully discerned as somebody that can handle the entire synergy dynamic, they go through these natural progressions, these natural, different discernment phases, the different layers of the onion, and so we have this core group, there’s five to ten people that I would say are part of this really fully. What that means is that we don’t keep score of who does what. It’s all handshake agreements again. We don’t have contracts. We refer to each other as partners but like that’s just because we don’t have a better term right now that anybody else would understand. And so, for example, one of us was talking about they had a partner, like an actual partner in one of their companies that was trying to take over and was being ridiculous and had a team so they were easily overpowered, right? So a couple of us are going to go to the next meeting as the team. We’re not getting paid to do this but we’re going to support because that’s part of our group. That is part of our direct group. And, at the same time, this event that I’m planning and hosting, I’m going to make a thing that I’m very excited about, it only works because I have these partnerships as well. It’s only going to be so successful because I have these different very specific skill sets that I’m able to tap into and trust and that are reliable. And so without having to worry about keeping score, because they know that during this, I will do whatever the best for the whole. I’m going to make sure that I do wherever it makes sense, that I also support them in return, whatever that looks like, and it really leaves all this room open for synchronicities to come into play. It leaves room open for flexibility and adaptability and for us to take advantage of opportunities that we would otherwise miss out, because we’re all independent and autonomous together, so it’s a true sense of collaboration without there being legal implications and these restrictions because we’re all worried about getting in trouble or getting sued or something like that. We don’t have those limitations and constrictions. ...