The Corporate Journey of Renewal
There is no doubt that the world today is changing. On a global scale we are witnessing massive social and economic changes. These are not uniform across the world but vary region by region.
However, businesses today operate in a global marketplace. They buy products and services from around the world, convert these into new products and services and either sell them back to their original owners (as is the case in mining intensive nations such as Australia), or sell them onto new markets (as is the case in manufacturing intensive nations such as China). Doing business in a marketplace characterized by shifting global sands creates enormous stress in organisations.
At the same time, the path of human evolution is changing. The workforce wants more of a say in their own destiny. They are no longer content to be dictated to and controlled by the few. Instead, they want to feel that what they do makes a difference, to their lives and to the lives of those they serve. The internet is opening up debate and dialog across all socio-economic levels; the haves can no longer dictate how the have-nots should think and behave.
These two forces have a life of their own. How leaders harness these forces will determine their outcome. The only constant is change, and it’s accelerating.
Both forces create stress at the individual level. Making sense of one’s place in the rapidly shifting social landscape is not easy. The demands on organisations from equally frightened and confused stakeholders exacerbate this stress. Arm-chair critics and shock-jock radio commentators feed off this instability.
Something has to give.
Many corporate programs exist which help companies improve their bottom line by manipulating the behaviour of their workforce. This may sound crass. However, in the current legal corporate structure executives expect a dollar-based return on their training and “team-building” investments. Humans have become resources from which to extract maximum gain for minimum input. They are becoming dehumanised.
Little wonder over 60% of the workforce is actively looking to change jobs (read more here). But they have no where to go.
Organisations need to adapt to these global social and economic changes, whilst at the same time bringing value and meaning back into the workplace.
The old rules of engagement are breaking down. The old patriarchal ways of manipulating employees to ensure compliance are being challenged in a world where the the workforce is becoming increasingly aware of their environment.
Furthermore, organisations are nothing more than a collective of individuals trying to pull together in a cohesive manner for a common goal. Today that goal is largely to make more money for its shareholders. Is it thus any wonder that organisations’ leaders are poorly-equipped to cope in today’s changing circumstances? Probably not.
The shifts are subtle, but powerful. At an individual level, deep down we “know” that something profound is happening, but have no idea what or how to express it. The mind is making sure of that. And businesses today are managed by the mind. The mind is turning against us, the very organ which we have nurtured since the Industrial Revolution has taken over. It’s as though it is has become a monster devouring everything in its path. The single-minded focus around modern reductionist medicine today is an example of this.
What has happened to the heart in all of this, that place where the divine essence within each one of us resides? The heart has been sidelined in favor of the mind worshiping its false god of money. Reintroducing the heart into organisations will bring about the profound changes that are required today.
Leaders will need to go through a process of renewal. This is a three stage process.
It starts with journeying on the path of Awareness. This is not an easy path as it requires honesty at the deepest level. It is by its very nature a private journey as it delves into the relationship between the mind and the heart. It is a journey of awakening the heart, that place where spirit resides.
However, businesses today operate in a global marketplace. They buy products and services from around the world, convert these into new products and services and either sell them back to their original owners (as is the case in mining intensive nations such as Australia), or sell them onto new markets (as is the case in manufacturing intensive nations such as China). Doing business in a marketplace characterized by shifting global sands creates enormous stress in organisations.
At the same time, the path of human evolution is changing. The workforce wants more of a say in their own destiny. They are no longer content to be dictated to and controlled by the few. Instead, they want to feel that what they do makes a difference, to their lives and to the lives of those they serve. The internet is opening up debate and dialog across all socio-economic levels; the haves can no longer dictate how the have-nots should think and behave.
These two forces have a life of their own. How leaders harness these forces will determine their outcome. The only constant is change, and it’s accelerating.
Both forces create stress at the individual level. Making sense of one’s place in the rapidly shifting social landscape is not easy. The demands on organisations from equally frightened and confused stakeholders exacerbate this stress. Arm-chair critics and shock-jock radio commentators feed off this instability.
Something has to give.
Many corporate programs exist which help companies improve their bottom line by manipulating the behaviour of their workforce. This may sound crass. However, in the current legal corporate structure executives expect a dollar-based return on their training and “team-building” investments. Humans have become resources from which to extract maximum gain for minimum input. They are becoming dehumanised.
Little wonder over 60% of the workforce is actively looking to change jobs (read more here). But they have no where to go.
Organisations need to adapt to these global social and economic changes, whilst at the same time bringing value and meaning back into the workplace.
The old rules of engagement are breaking down. The old patriarchal ways of manipulating employees to ensure compliance are being challenged in a world where the the workforce is becoming increasingly aware of their environment.
Furthermore, organisations are nothing more than a collective of individuals trying to pull together in a cohesive manner for a common goal. Today that goal is largely to make more money for its shareholders. Is it thus any wonder that organisations’ leaders are poorly-equipped to cope in today’s changing circumstances? Probably not.
The shifts are subtle, but powerful. At an individual level, deep down we “know” that something profound is happening, but have no idea what or how to express it. The mind is making sure of that. And businesses today are managed by the mind. The mind is turning against us, the very organ which we have nurtured since the Industrial Revolution has taken over. It’s as though it is has become a monster devouring everything in its path. The single-minded focus around modern reductionist medicine today is an example of this.
What has happened to the heart in all of this, that place where the divine essence within each one of us resides? The heart has been sidelined in favor of the mind worshiping its false god of money. Reintroducing the heart into organisations will bring about the profound changes that are required today.
Leaders will need to go through a process of renewal. This is a three stage process.
It starts with journeying on the path of Awareness. This is not an easy path as it requires honesty at the deepest level. It is by its very nature a private journey as it delves into the relationship between the mind and the heart. It is a journey of awakening the heart, that place where spirit resides.
The next stage involves the newly awakened corporate seeker acknowledging their own non-sustainable mind-driven behaviors. Ignorance is banished and the old ways are exposed for what they are; without judgement or prejudice. Invariably sadness follows and so too may remorse. Healing may now finally begin.
The final stage is characterized by new opportunities. Light emerges from the darkness. Unless one has already walked the journey, this initially will make no sense. However, as we know, light always illuminates and attracts other seekers on the same path. This is when the corporate leaders can truly say they have embraced mindfulness within their organisations – they have become beacons of hope in a chaotic world.
This cannot happen alone. It cannot be learnt from books; that would be like trying to play golf from reading a manual. It requires the support of someone who has already been there and who has the inner sight and wisdom to support the corporate seeker. This is beyond the scope of a business or life coach.
Contact Nigel Patterson for a confidential discussion. He has taken many executives and teams through a process of transformation.
The final stage is characterized by new opportunities. Light emerges from the darkness. Unless one has already walked the journey, this initially will make no sense. However, as we know, light always illuminates and attracts other seekers on the same path. This is when the corporate leaders can truly say they have embraced mindfulness within their organisations – they have become beacons of hope in a chaotic world.
This cannot happen alone. It cannot be learnt from books; that would be like trying to play golf from reading a manual. It requires the support of someone who has already been there and who has the inner sight and wisdom to support the corporate seeker. This is beyond the scope of a business or life coach.
Contact Nigel Patterson for a confidential discussion. He has taken many executives and teams through a process of transformation.
