Today I’m going to dive into business design, offer creation, and developing a business model in alignment with your human design. For today’s focus I am going to focus on the lines, that make up your human design profile.

Couple of caveats before we get started. First and foremost, I don’t only look at the lines in your chart, I don’t just look at the lines that appear after your gates. This is not a one sized fits all approached. It is nuanced. I look at type, circuitry, gates and channels, defined centers. I also ook at perspective and  determination when I think about making recommendations for someone’s offer or someone’s business model based on their human design. I take into account all the parts that make up the whole of someone’s chart. 

The other piece that is really important to keep in mind is the lifestyle that you want to cultivate. Because if you think about building a business and you say, okay, I want to build this business and I want to do it in alignment with my design. I want to do it Inc. Congruence to who I am, yet you don’t really think about where you want to end up. Oftentimes it gets you out of whack. As you’re going through this blog and or podcast, I want you to keep in mind the fact that I don’t just look at one part of the chart. This is not a formula for you to say, “oh, I’m a line three and a line five, and here’s what I’m going to do.” I want you to look at this and I want you to learn and hear and understand that this is just one part of how you can cultivate a business model and an offer by design.

The other piece that you have to also consider here is what do you want your life to look like? I don’t necessarily need you to have the specifics, I just want you to know I want to end up in this general area. If for example, you want to build, say a business that affords you to work less and be around $500,000 a year, or if you want to build a multi seven figure business, you’re going to need two very different business models potentially to get there. I want you to keep this in mind as you’re going through this training.

One of the biggest mistakes that I see many entrepreneurs make is they don’t claim where they want to end up. And I always think of that Allison Wonderland quote where Alice asked the Cheshire Cat, “which way should I go?” And he responds, “well, I don’t know. Where do you want to go?” And she’s like, “I don’t know.” And he is like, “well, any road’s going to get you there?” So the same goes when selecting a business model.

When selecting an offer. The other piece that you have to keep in mind is how do you ideally support your client’s best? And what boundaries do you need to keep in place? There’s a lot of caveats to consider here, so I’m not going to keep boring you with those. But please just keep this in mind that this is not like a formula where you can just look at one aspect of your human design chart to get an answer. You have to consider all of the details and all of the nuance to really make this work for you in your business. And this is what I do inside my business design with human design course. So this is almost like a little sneak peek of that.

It’s important for them to understand they need to honor their own need to have a secure foundation in place so that they have the time to research and go really deep.

Line 1 the investigator is going to be made crazy by people who want them to move into the experiment, who want them to move into action and try something without having all the details.  And they’re going to make people crazy who like to move fast. So potentially the line one, the researcher, as I like to say, is going to make people like an MG Or manifestor sort of crazy because they like to skip the details, they like to move fast, they don’t like to be slowed down potentially.

The line one, the researcher begs the question, am I allowing myself to geek out and go deep in my business model? What details are essential for me to have in place? Super important question.

When thinking about which business model is correct for line 2 hermit, these are people who want to sort of systematize, leverage and hone, do something once and use it in multiple places. And then for them learning to recognize where have I been recognized? What have I been recognized for, and how can I hone that? That’s really important.

Line 2 Hermits in human design for business have this pull and they’re going to need to honor these periods of nourishment and too much recognition makes them feel depleted as well as too much being called out for and too much time alone. So there’s really this balance that they have to strike for themselves. And when I think about the people who they’re going to be crazy by, they’re going to be made crazy by people who want them to constantly be on and available. That is not ideal for a line two, but they’re going to make people crazy who want you to explain your process.

Everyone’s always asking line two, can you explain to me what you did here? And the lines two can’t. They can’t. They’re not great at that. And so understanding that people need to just trust, allow them to show up, take them for what their word is, or just observe them doing their right. I always say Line twos, open up your zoom and just allow people to watch you do your thing, right? Because they’ll learn by doing that. You’ll get them an aha moment by doing that. And you don’t have to explain your process, you’re just in the zone.

The line two begs the question is, does my business model nourish me or deplete me? And how can I build in periods of alone time to hone my craft?

Next we have the line three Martyr in human design or as  I like to say, the experimenter. These people, that ideally have the ability in their business models and in their offerings to try new things and experiment.

These are people who are here to help others find the best route based on the line three’s in human design experience of seeing what works and what doesn’t. So they’re really here to support others in finding the optimal way for them to go from where they are to where they want to be by embodying the wisdom of their ups and downs and their trials and errors, and then sharing those with other people.

These people lead with the people they lead kind of by getting their hands dirty. It doesn’t necessarily mean that they are here to do things with others, but they need to experiment in their own process, in their own business in order to be able to share that with their clients. So business models for them really need to promote freedom and space to experiment. These are people who can see what is not working faster than other people, and they pivot so they can help people in a transition.

Next up, we’ve got the line four in human design and as I like to say, the mayor. These are people whose business model ideally allows them to influence others. These are people who are here to be a megaphone of information in an area of expertise that they’re passionate about. They’re not here to create something new per se, okay?

Line 4 Opportunists inbusiness are  here to take in information and then amplify that information. Generally speaking, these people are not ideal for cold, cold traffic. They grow best through their network. So think affiliates, dream 100, referral relationships.

These are also people who are not easily influenced by other people, and they lead by spending time listening to what their community needs. So they have to have this balance with people and alone time, and they must actually listen to the people to understand how to influence them. So their business model needs to be one where they balance understanding your community and influencing them.

It’s a two-way street listening, influencing. Line 4’s in human design are people who can get really burnt out in one-to- one because it’s just too much listening, too much listening, too much listening, and their quality of their network directly influences and impacts their suc success. So these are people who have to honor the need to spend time listening to people in their network so that they can get people to better understand them in order to gain more influence.

Line 4 Opportunist in business are going to be made crazy by anyone who is constantly flip flopping and changing their mind. I know my husband’s a fourth line, it makes him crazy when my line three self wants to change things. They’re going to make others crazy by listening to them and doing what they want anyway. So fourth lines will just be like, yep, and then just go do whatever they want to do anyways.

And they’re going to often, and I say often because I have seen a few exceptions to this, but they often repel people who come to them from cold traffic since they aren’t here to influence anyone outside of their network.

The line four begs the question, whose system process philosophy can I align with, utilize, create agreements with so that I don’t have to get caught in creation? And then how am I leveraging my network to grow?

Line 5 Heretic or Disrupter -Business Models in Human Design

Next up we’ve got the line five, the disruptor. As I like to say, these are people whose business model challenges the way things have always been done and show people a new way. These are people who are here to come in when everything else is failed and show people a new way. So these are folks because they live in the projection field, they need to be really clear with the communication about what they can and they cannot do.

So boundaries for line five are really key to success. They’re here to influence masses here to influence lots of people, but they must be hyper clear about what they will and they will not do.

Line 5 Heretics are people who lead by leading, they lead out in front. So these are people who are visionary. They make something new, they create their ip. They’re people who make IP or intellectual property, and they elevate the people around them who they support.

For a line 5 in business, they really have to honor this need to disrupt things, and then they need to retreat, and then they need to disrupt, and then they need to retreat. And they’re going to be made crazy by people expecting and projecting them to do and save the day for something that’s not aligned for them, even though they’ve repeated themselves over and over and over again. Hang on, that’s not what I’m here to do. I don’t know how to do that. That’s not what I’m great at.

Next up, and last but not least, the line 6 Role model or as I like to say the mentor. These are people who need freedom and space in their business to come on and off the roof as they please, okay? So they’re here to be of counsel and provide unbiased advice to those in their life.

The Line 6 in business leads by leading, they lead by observing. And oftentimes, more often than not, I see these people counsel leaders selectively, okay? They’re not necessarily here to lock arms with people. They’re kind of here to lead from the sidelines.

Line 6 role model’s are people who need freedom and space in their business models, and they elevate the people who they support. They’re all about helping you be the most embodied, authentic version of yourself.

The Line 6 Role Model has a really have a unique perspective, particularly once they get on the roof, but they don’t want to be sort of the crabs in the bucket is the metaphor I always use when the crabs try to climb out of the bucket. And the crabs, if they just work together, they would all get out of the bucket, but instead they kind of pull each other down. Six lines don’t want to be in that crab bucket, okay?

Line 6 in business don’t want to be pulled down in the mundane details of everyday life. They really need to honor their desire to have space to gain perspective. They’re going to be made crazy by people constantly seeking their approval, particularly those who they haven’t established trust or they don’t have a relationship with. They’re going to be made crazy by people who want them to get into the nitty gritty details of things. They’re going to be made crazy, but anyone wants to lock them down or forces them to play middleman.

These are people who need freedom and space, and they’re going to make people crazy who want all the little nitty gritty details and the reasoning and the why knowing is inherent as part of a six line life. And you either trust it or you don’t.

The line six, the mentor begs the question, am I clearly communicating my values to attract leaders in my world to be of council four? Does my business support my inherent need for freedom and flexibility so that I have space to gain perspective?