It is animalistic, very primitive and consists of a fight/flight behavior. Something that can almost only conceivably take place on the battlefield or on the savannah.
However, the ‘faceless evil’ is not only found on the battlefield or on the savannah. You can find it everywhere. Therefore, also in the workplace.
It is the scaling of the silos and the splitting of ‘them and us’ that is both sickening and making sick. For the others they are the evil. We therefore do not want to get to know them. We do not want to understand their perspective or point of view. Instead, we have judged them in advance and assigned ourselves the position of ‘the good’ or ‘the right’.
That is why we are raised high, high above them. With our culture in the culture.
This ‘them and us culture’ is experienced by non-members as a regime of people working for themselves and their subculture, rather than the direction of the company. People who are angry and anxious scaling fear. Hence, other people are avoiding their best possible being grouped as so-called ‘bad standing’.
The regime represents an illusory, assumed belongingness, but they are unconscious, unfree, self-absorbed individuals who have completely lost track of their own lives acting as victims while pointing fingers at others and creating conflict upon conflict.
Feeding ones´ own ego
At the head of this silo-coordinated stronghold, one finds the patriarchal clan leader male/female, who fattens his/her own ego and gladly sacrifices his/her loyal supporters when it fits best in the storytelling.
For clan leaders are only loyal to themselves!
The ‘faceless evil’ thrives when you meet people – or people you are fighting – heartlessly, unconsciously unconscious.
It is very far from being a sustainable ecosystem. For research shows that we are less able to care for others when the brain’s limbic system is overactive. It is the same brain mechanisms that are overactivated by stress as in combat and in flight, and that cause the brain to produce less of the chemistry associated with the ability to show compassion.
The beautiful thing is, conversely, that meeting people in a stress-free state and with an open, charitable heart produces the chemistry that trumps fear and anger or minimizes it, so that one continues to maintain one’s common sense.
Scaling of compassion
Therefore, it is crucial in this ‘New Age’ how we create a foundation for the scaling of compassion. How do we free more people in a both-and approach to problem solving?
How do we become more curious about what we do not know and less judgmental?
The ego stands in the way of our personal freedom and ability to feel selfless connectedness. The ego wants to be right but being right makes people unfree and is only a lightning-fast satisfaction that diminishes just as lightning-fast.
The need to be right is a fix that can´t be satisfied and that only wants more. This means that you need to give in from time to time and choose not to go into the fight, the conflict and the drama. Simply not accepting the invitation.
Use lifelines
Conscious people succeed in this mastery of themselves, while unconscious people haven´t yet discovered that they are neither on the battlefield nor are a wild animal on the savannah.
Use lifelines and call a friend for good advice before responding. Remember to breathe so that the primitive brain areas that are battle-ready are reduced in chemistry and strength. Take a walk and ground yourself. Then you ensure your self-management in the best possible way.
In this new era and in the future, the companies need to decide strategically at board level that conscious talents should make up the top management and hence the management at other levels.
Conscious leaders face the truth and act on it proactively because they listen to people around them who are confident in expressing themselves. The conscious leaders are at the forefront of a culture that grows in a spirit of belongingness and where people can be exactly who they are speaking up honestly.
A company with unconscious management, on the other hand, can no longer attract and retain the talent that is motivated by openness to different points of view. For in the fitting-in cultures that unconscious leaders scale, the noisy silence as well as the principles of aligning and leading upward are housed.
The philosopher, Friedrich Nietzsche, said very precisely what the challenge is: ‘Sometimes people don’t want to hear the truth because they don’t want their illusions destroyed’.
A healthy inner compass
One initiative could be the introduction of quotas under the recruitment and promotion of conscious leadership. Since the faceless evil and its silos are given difficult growth conditions when the direction is rooted in conscious talent.
We can succeed together if we scale diversity with a healthy inner compass consisting of talents who are aware of the importance of their own choices and actions – and aware of the responsibility that lies with them – and who as well surround themselves with conscious talents that help them keeping this focus.
For what we succeed with together – far away from a them and us human view – is the foundation of this New Age, the redefinition of resilience and the definition of success.
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