Don't seem able to embed the video so thanks to Nic Askew and Sir John Whitmore for this movie.
I can’t help thinking that this is what it all comes down to is this: Recession, depression, trauma, is a way of putting us in touch with ourselves. The creative soul understands this, it is in tune with this. From within it finds passion, it finds soul. It is sometimes tortured by it, it is sometimes elated.
Our inner soul contains the same stuff mirrored in our external reality, the same peaks and troughs.
Depression is, some say, a suppressed anger, the kind of anger that comes from knowing a part of ourselves has been living in denial and is helplessly disconnected and detached from the world around.
Is this what happens when companies are in trouble, when markets shift and when transformation calls? Is this in any way the depression global markets are experiencing now? Is it, as many people may recognize as a familiar feeling, an ennui, a boredom, a vacuous lack of meaning that comes when the material surround doesn’t or cannot offer sustenance anymore?
Through depression we heed the call to answer our new needs, as long as we spend enough time with authentic feelings.
Two recent friendships have helped illuminate this. Zhaawano Giizhik reminds me of this truth when he talks about the Native Indians, and potent power native ways we’ve lost but that still resonate, and that can now, through technology, re-connect to this as global roamers.
Scott Crawford makes a powerful call for the same when he looks at it from the brand perspective and asks in his blog, 'You’ve got to serve somebody, but who’?
Communities and brands fuse at this point, at the juncture of authentic feelings. As visceral businesses, they can recognise the native within themselves, the cultural heritage and communal vision that can allow for, and support, effective organic business modelling compared to more bureaucratic methods.
As Apple and Rim competing with 30:70 and 20:80% revenue structures between themselves and their application software developers demonstrates, we’re in the age of the servant leader. The group mind can be understood but not controlled. Seeking to overlay times of change with mechanical structure is an exercise that’s either doomed or destined to operate at great social, if not to say capital, cost.
Leaders are being asked to reach out to their communities for answers. Those that lead well will be in touch with authentic feelings, and they will recognize the value of relationships over transactions, because quite simply that’s the stuff that moves us. We need to be around brands we can trust.
At times of disassociation, one refuge that’s often taken is self-attack. Self attack is present in the form of cutting off from feelings, as a way of staying away from pain, where ego dominates in the place of self. As an alternative to closing down, leaning in as a point of creative self-discovery is a very generative experience and creates a letting go where new ways of being are able to emerge.
Authentic feelings allow us to move towards things to which we are much more suited. Smart businesses will be preoccupied with saving what they have perhaps right now, and some may be confident, but in the midst of staying upright, might they also remember that we have nothing if not a regenerative ecosystem we can respectfully live within as natives.
Our ability to create profitable inter-relationships depends on this and the levels of trust that we can imbue within communities. Do we spend enough time with our authentic feelings in pursuit of that?