Each of the seven sins produces a specific, nameable way that professional perception gets distorted — not a behaviour to fix directly, but a way of seeing to correct.
Session 1 · Pride → Ego Reaction
Accountability · The Steward
Distorts what you can see of your own contribution to an outcome — the causes you notice are always somewhere else. The correction: seeing your own part in the picture as clearly as you see everyone else's.
Session 2 · Greed → Strategic Hoarding
Generosity · The Facilitator
Distorts what you are willing to show another person of your own thinking before the relationship has proven itself. The correction: seeing that what you share does not diminish what you know.
Session 3 · Sloth → Passive Compliance
Supportiveness · The Navigator
Distorts what you are willing to look at in another person's stated need — the surface is easier to see than what is underneath it. The correction: seeing past the stated request to what is actually being asked.
Session 4 · Lust → Status Addiction
Innovation · The Inventor
The Contribution Rebuilt. Status Addiction, inside an organisation, is sharpened by a real structural fact: visible work is formally rewarded, and unglamorous work is not. This session rebuilds the contribution from what the work actually requires, held against what is most visible and most likely to be noticed — not the offer, since you don't control the offer, but the specific value you personally bring to it.
Session 5 · Gluttony → Hustle Rigidity
Adaptability · The Strategist
Distorts your ability to see that your current method has stopped working — more effort looks, from inside, like more evidence you are right. The correction: seeing the evidence instead of defending the approach it is challenging.
Session 6 · Envy → Vision Drift
Leveraging · The Enabler
Distorts your focus, pulling attention toward what is happening elsewhere rather than what is already in view. The correction: seeing what you already have clearly enough to use it.
Session 7 · Wrath → Comparison Culture
Inclusiveness · The Integrator
Did What You Heard Change What You Argued For? You do not hold the decision. The question is not whether a stakeholder's account was heard, but whether what was heard changed what you went on to argue for — in the meeting, in the recommendation, in the case made to whoever does hold the decision. The shadow here presents as being well liked and widely consulted, whose most inconvenient input never alters what they go on to argue for.
Session 8 · Integration
The Full Instrument
Not a new skill. Your guide holds the complete record of what was named, live, across all seven prior sessions, and the two of you assemble it together for the first time.
