The Corporate Wolf Pack

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Imagine the essence of your team, and how it hinges together. Is your team cohesive, collaborative, and does your team feel like a community? Does your organization feel like this?

The analogy of the Corporate Wolf Pack idolises the dynamics within the top echelons of executive leadership with the purpose of providing meaningful feedback for improving your team performance. Irrelevant of your structured linage of authority, the Corporate Wolf Pack understands power dynamics in a more authentic, natural way. The call of the nature is really the heart and essence of leadership. So while the plate on someone’s door says one thing, the real life tendency for this person may be very different.

Do your subordinates listen to you? Do you trust the people around you? And are you convinced you are the potential meal for an underling wanting your position?

The Corporate Wolf Pack illuminates these questions in a humbling way that provides you with no doubt of the behavioural forces behind such worrying problems. Today’s junior executives do wait in the wings for your demise and downfall, but do you allow them leverage with leadership that simply does not keep up with the changing times? The winds of change call from the wilds like technology changes call from the corporate jungle; this is survival.

The cubs in your organization are growing restless for your leadership to provide answers to the problems your generation caused. The very nature of traditional business has been demonstrated over and over throughout research and applied practice, to be the downfall of business. The art of listening to the growing needs of your organization, the solution. Listening to the undeniable evidence of your data needs to be interpreted as a communication tool from the organizational depth. The data is telling you how, where, why, and when change needs to happen.

Is your data posing a high risk to your business? How are you managing your risk and uncertainty in today’s digital age?

The manner in which corporate wolves reveal their strategy to their pack determines the success of your business. The manner in which your pack understands your strategy determines the success of your mission. The manner in which your mission performs is a reflection of your Alfa Wolves performance. The manner in which you care what happens in your corporation determines your future.

You organization needs to know how to learn from your experience; and how to learn from their mistakes. A learning organization grows like the wolf pack; she grows in street smarts, she grows in survival knowledge, because she knows how to change and adapt to the changing winds of time.

Ask us how to grow your Corporate Wolf Pack to be a strong performance driven flexible power house.

Ms Kylie Prince, Brand PR; The Collective Leadership Brand. Contact details collective.leader@gmail.com

Can the Abundant Corporation Exist

Remember the days of the GFC and how all these poor executives were crying “why?”

Well let’s talk about the psychology behind the GFC in a way that perhaps regular cognitive analysts just can’t or won’t get his head around; the spiritual, emotional, and psychological side.

Money speaks a language, its a language that is as old as time itself; and yet time knows no boundaries with abundance. Abundance as we come to understand is a language of its own also, but speaks perhaps a more genuine language than money. Money can be defined as a unit of energy exchange. As an energy, money simply provides usefulness to buy and sell goods and services; an exchange. As an energy, abundance simply is the fundamental economic assumption of having seemingly unlimited human needs and wants in a world of limited resources; like non-scarcity.

Money has a secret unconscious language that is largely developed by emotionally powerful desires. Consequentially powerful desires are generally not satisfied, perpetuating further emotional desires. Money is the legal tender of desires. In reality money is simply a piece of paper with a design on it, but power of this piece of paper interprets desires as fulfillment of the respondents.

Abundance has been assumed an “airy-fairy” concept that our world revolves on shared resources philosophy. Shared resources is considered ‘airy-fairy’ in context of socialist principles. However, the abundance philosophy which has her roots deep in the psychology of Synchronicity is rather like an acausal principal of applied physics and the law of attraction. The depths of abundance psychology is the inter-connectedness of the collective unconscious and the understanding of the law of attraction.

The law of attraction and applied physics understand that everything is energy; and this is the same principle of money being an energy. Everything is energy is explained through Einstein’s formula  for the relationship between energy and matter E = mc2. Einstein explains that energy and matter are interchangeable; that everything is Energy – thought, dance, emotions, fluid ever-changing energy. Energy is shape-able, form-able, and mold-able. We are creators who shape, form and mold the energy of the Universe through our thoughts, feelings, and actions; generally subconsciously. Subconsciously we transform the energy of our sensory perception into feelings that generate thoughts, that generate the energy action, into the reality we experience.

Understanding how these principles work enables people to bring into our lives everything we want. The basis of these principles is the inter-connectedness of everyone, the foundation of the collective unconscious.

The collective unconscious provides psychological, emotional, and spiritual understanding that the universe contains no separation, and everything is fluid and constantly changing. To understand this is to understand we are the creators of the universe, as god made man in his own image we need to understand that man is god. Religious dogma however, preaches blasphemy to compare ourselves with god.

But, Einstein says everything is energy prior manifestation of matter E = mc2. Carl Jung says the collective unconscious is the foundation for developing synchronicity. The ancients, the scholars, all philosophize the meaning of life is built on existing knowledge, creating second-hand knowledge. The formula for the meaning of life is contained within life itself; the inner. The inner penetrates the mystery of life containing the solution of life within life.

Life’s solution of the universe, found within her creation. In the beginning when god created the universe, the method was written like a recipe for our intrinsic learning. A learned, forgiving god knew one day that man would need to recreate a universe as he had done. Mankind’s goal, to recognize himself in gods image; to save himself through creating a new world; from the spiritual method of creating form from formlessness.

Time needs the spiritual formula for creating a thriving world now. An abundant thriving world. Time calls us to remember the godliness of ourselves to create now.

The earth, the ocean, the primordial darkness are ripe for creating the the whole universe now.

The spiritual universe of abundance is a world of invisible energy constantly flashing into and out of existence, remember E=mc2. Energy equals mass x light squared. Existence transforms our energy into observable reality through our thoughts. Our thoughts need to be conscious, concise, light and empowered that we are creators of our lives and of our world.

The Global Financial Crisis

The emergence of the internet and world wide web created a massive knowledge shift in power bases in the collective psychology. No longer were the masses vulnerable to being dumbed-down by media; people starting thinking for themselves, and having opinions. This created a learning culture throughout the world, the likes of which the world has never seen before. The masses grew in intelligence in a way that challenged traditional methods of media and advertising.

The world had become a learning culture unto itself. The incoming generations were nurtured and groomed to be themselves, trust themselves, questioning governments, questioning authority, questioning media; no longer were the masses gullible. The world population reached critical mass of understanding the truth about social conscience, corporate greed, consideration for others, environmental issues, power mongering, controlling governments, abundance; and like the French revolution began to assume a new way of thinking that the Universe is Abundant and why were people not sharing.

The greed of corporations, the greed of media, and the demand of social media created a new way of thinking that people need to share, and sharing is abundance. This new thinking promoted truthfulness and saying what we mean to build relationships; rather than treating them mean to keep them keen to enslave others.

Enslaving others and capturing them is the corporate philosophy. This corporate philosophy is a divide and conquer attitude that simply does not work in today’s world. The rules changed at the time of critical mass, and corporate need to be cognizant of this. The outdated conquering attitudes of corporations are of ownership and slavery; driving people to the brink of survival for the company. Often the very same company whom abandons the slaves who built her. The psychology of the brink of survival borders the psychology of creation. Generally creation will emerge out of survival when people have the understanding of how to. However without creation knowledge, survival psychology reverts to animal instincts for survival which is often called ‘Top Dogging’. Animal survival instincts are to kill the alpha dog to assume top dog position; with trust no-one attitude for inevitably we will eventually be killed.

The traditional corporate psychology of survival and top dogging needs to understand how the psychology of creation functions to assume an abundant culture.

When we look at traditional corporate psychology we can understand the spiritual, emotional, psychological and physical imbalance of most corporations. The imbalance of gender, the imbalance of fairness, the imbalance of responsibility, the imbalance of resources, the imbalance of remuneration, the imbalance between top and bottom, the imbalance between ignorance and intelligence, the imbalance between those making decisions and understanding the business, the imbalance of responsibility, the imbalance of generational and multi-cultural diversity, etc. As a rule of thumb the corporate structure needs to equate the head with the body of the organization; that is to say whomever is boss should be the equal-sum in mind of the of the collective body of subordinates.

Traditional corporate psychology generally equates an out-of-touch Board of Directors who are territorial because they enjoy the benefits of their position; simple survival psychology. The insecure survival psychology trickles-down to the collective body an insecure survival culture, while the Board who demonstrates their own high performance trickles-down high performance culture. Similarly a depressed, anxious, chaotic Board trickles-down the same. Therefore the Board who trickles-down a genuine culture of care for her people fosters a healthy human care culture.

Of course we understand the importance these trickle-downs have on the front-line business, through customer service. Of course the customer service either builds or breaks a Corporations’ reputation, and consequent business results.

Does your customer service reflect the Corporate culture you want to show your shareholders?

This was the destructing principle underpinning the GFC. Too many corporations espousing survival psychology dominoing negative spiraling effect on corporate culture, customer service, shareholder opinions.

When will shareholders recognize and assume their power to enforce dethronement of non-performing boards? And when will Boards professionally develop themselves to be secure in their position to trickle-down security to their Executive? And when will Executive recognize the creative benefit of balance of; gender, fairness, responsibility, resources, remuneration, between top and bottom, ignorance and intelligence, between those making decisions and understanding the business, responsibility, generational and multi-cultural diversity, etc.

And when will Corporate recognize their global social and abundant responsibility to others and the universe; can we avoid another GFC?

Ms Kylie Prince is a Corporate Psychologist and Executive Director of the Collective Leadership Brand, who specializes in Corporate Psychoanalysis. Kylie may be contacted by email leadership.pscyhologist@gmail.com.

The Power of Sychronicity

 

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You would have to be crazy to believe in Synchronicity, right? Wrong!

Synchronicity is the experience of two or more events meaningfully related, where they are unlikely to be causally related. Relating events meaningfully is subjective coincidence, although the events need not be exactly simultaneous in time; but often are. The concept of synchronicity was first described by Carl Gustav Jung, a Swiss psychologist, and early forefather of modern Psychiatry and Psychology.

The conceptual idea that synchronicity is the relationship between minds, defines the acausal relationships between people as a continuum of connectedness. The principal of connectedness has foundational roots in the Collective unconscious that it is intricately structured in its own logical way, giving rise to relationships that are not naturally causal. The structure of the collective unconscious seems illogical to most scholars trained in conformed logic, however the associations of relationships between people, places, and situations; have deeper assimilating web-like matrix that manifests meaningful occurrences relatedly.

Analysis of synchronistic events reveal underlying patterns of association and conceptual frameworks that encompass a large system of networks. Jung coined the word Synchronicity, to describe what he called “temporally coincident occurrences of acausal events” or rather an “acausal connecting (togetherness) principle that develops meaningful coincidence and acausal parallelism”.
 
In the depths of the Collective Unconscious the main principle provides conclusive evidence of archetypal activity in a primordial playground. Primordial is defined as the basic principle of the first sequence of original time, or rather the earliest stage of development of an organism. The primordial function is that of a landscape of creation; and consequently the primordial playground is the environment where everything begins prior material manifestation. This governing creation dynamic underlies the whole of human experience and history – social, emotional, psychological, and spiritual.
 
Imagine then if what we know about the Collective Unconscious, Primordial Playground, and Synchronicity were to be conscious in the Psychology of the spirit of the age, now; then without leading you down a garden path and allowing you to make your own conclusions, we could write the formula for peace.

THE  PSYCHOLOGY CONSCIOUSNESS

In the days when kings were kings, Louis XIV made his modest remark, “L’Etat c’est moi.” I am the State.

He was almost right, but times changed, and people changed. The industrial age was superseded by science and the technology age. Creativity was superseded by cognition. Cognition was valued over creativity. Conformity was valued over innovation. And the wheel of synchronicity took power away from kings and gave it to the people. People actually gained power of which the king lost, and kingdoms were lost. Economic power tends to provoke political power; and the history of the industrial revolution demonstrated power passing from the king and the aristocracy to the bourgeoisie. Universal suffrage and universal schooling reinforced this tendency, and at last even the bourgeoisie stood in fear of the common people. For the masses promised to become king.

Today, however the media controls the masses. The media found is possible to mold the mind of the masses to throw their newly gained strength and power in the desired direction of corporate entities. The societal structure shifted, whether it be politics, finance, manufacture, agriculture, charity, education, or other fields, to mold the mind of the masses to be dependent on the state. The mind of the masses is otherwise called the Collective Psychology.

Collective Psychology is the understanding of how the mind of the masses [the collective mind] functions. The collective mind, like the individual mind is structured in layers. As discussed earlier the structure of the collective unconscious may not seem logical to the conformed logistic; and the layers of the collective mind is no different. Understanding the layers of the collective mind may seem illogical, however the structure in all her illogical manner can be influenced and manipulated, as media discovered. Discovering the extent of the influence and manipulation, the media assimilated the conscious development of synchronicity on the surface of life distracting the masses from thinking for themselves. People are told what they like and they accept blindly conforming to the masses. This type of manipulating the collective mind, led to the unconscious scramble of disorder and chaos.

The collective unconscious became disordered and chaotic as the masses of people suffered negative emotions related to inability to afford the conformed consumer society. Society became depressed, fearful, anxious, etc as people struggled with societal expectations of the right education, the right job, the right neighborhood, the right attitude, the right beliefs, to fit in. Media told people they weren’t good enough, pretty enough, rich enough, etc if they didn’t have the same as their neighbors, breeding jealousy contempt, and poor self-esteem; that only perpetuated deeper problems of destroying each other, assimilating total collective unconscious chaos.

Re-ordering chaos therefore becomes the executive arm of the invisible universal government, to educate the common man to control his environment. Once upon a time man discovered the power of manipulating the collective mind to cause chaos and destruction, to dis-empower mankind’s ability to have a mind fit to rule himself; and this was called democratic doctrine. However dis-empowered mankind was simply lulled into a consumer society inked with advertising slogans, and the collective mind dumbed-down into believing money is the saving grace of worship.

The innocence of original thought became each man’s rubber stamp, of which conformed duplicates of millions of others, all exposed to the same stimuli, of identical imprints that are believed ‘truth’.Truth therefore has become doctrine of which we are told, irrelevant of merit, not doctrine of which we find for ourselves.

The technical meaning of this doctrine is a word with negative associations, “propaganda”. The most distorted word in the English language, whose meaning has a decidedly sinister complexion; and whose origin was applied to a congregation or society of cardinals for the care and oversight of foreign missions instituted in Rome in the year 1627. Judged by this definition, any society, whether it be social, religious or political, which possesses certain beliefs, and sets out to make them known, either by the spoken or written words, is practicing propaganda.

Truth therefore must prevail not merely as privilege but as duty of dissemination, that must spread upon a large scale and effectively only by organized conscious effort, can and must use the widest highest platform as the best means to circulate. Circulating the collective unconscious structural dynamics consciously therefore gives rise to the ability of the masses to help themselves create synchronicity for themselves. The reprehensible knowledge of playing god in this persuasion also gives rise to the ability of the masses to destroy the world in a deliberate dissemination of ignorance based on prejudicial egotistical goals to dominate the common good.

Thus lies the perplexities of too much knowledge is a good and bad thing simultaneously, so in effort of forgetting the power of the collective unconscious and her structure of which the world simply is not ready for her knowledge power; I simply notice the synchronicity of creating my world.

Ms Kylie Prince is a Corporate Psychologist who studied the depths of the Collective Unconscious for most of her life. Kylie works with Branding, Strategic Networks, and Corporate Governance; and can be contacted by email on leadership.psychologist@gmail.com

The Brand Personality

ImageThe Brand Personality

Brand Personality is the set of human characteristics that are attributed to a brand name, and brand logo. A brand personality is something to which the consumer can relate, and an effective brand will increase its brand equity by having a consistent set of traits. This is the added-value that a brand gains, aside from its functional benefits.

Joseph Plummer, a former research director of Young & Rubicam, indicated that there are three components to a brand image: attributes, consequences, and brand identity.

The task of creating a brand identity often needs to move beyond attributes or feelings, to include the ultimate consequences of product use and the relationship of product use to the organizations work-life, motivational needs, and values.  A positioning strategy that focuses only on attributes or feelings can be shallow and less effective than one that is based on a richer knowledge of the organizations stakeholders.

Social Media and Brand Personality

Branding is not just for the real world – but also for the virtual world – particularly in Social Media Marketing.  What message does a brand convey to socially engaged consumers? Companies can no longer afford the luxury of trying to create top-down messaging. As social media channels have increased, so has the need to communicate simultaneously, on multiple levels.  To market effectively, companies need a consistent, compelling brand personality; one that doesn’t mumble, but communicates clearly.

It is better to think of a brand’s personality as encompassing all the associations that consumers have for that brand: all the thoughts, feelings, and imagery that are mentally linked to that brand in the consumer’s memory.

Brand personality associations create a composite image of a brand that is not very different from the image that we have of other people: they make us think of a brand as if it were a person.  Just as a person will have certain characteristics that define his or her personality, so will a brand.

When we think of a person, what do we think of?  First, of course, there are the obvious demographic descriptors eg. gender (male or female), age (young or old), .  Similarly, a brand can often be thought of as masculine or feminine, modern or old-fashioned, and everyday blue collar or elegantly upper class.  Such a characterization is often made not just of particular brands but of certain product categories or segments of them.

Brand personality, just like real peoples personalities, goes beyond just demographic descriptors.  People can typically characterize each other on hundreds of personality trait adjectives.  Thus we may describe someone as being warm, stupid, mean-spirited, aggressive, etc..  Psychologists who have studied personality descriptions typically subscribe to a “trait” approach to studying and measuring human personality and believe that every person can be calibrated on the extent to which he or she possesses certain traits (such as being aggressive, warm, etc.). This approach is widely attributed to the psychologists Gordon Allport, H. J. Eysenck, and Raymond Cattell, who developed it from the late 1930s to the early 1960s.  While people could potentially be measured on infinite trait adjectives, personality researchers have generally reduced the various adjectives to five basic underlying dimensions or factors:

1.         Extroversion/introversion (example adjectives: adventurous-cautious, sociable-reclusive)

2.         Agreeableness (examples: good-natured-irritable; gentle-headstrong)

3.         Conscientiousness (examples: responsible-undependable; tidy-careless)

4.         Emotional stability (composed-excitable; calm-anxious)

5.         Culture (artistically-sensitive-insensitive; intellectual-unreflective; refined-crude; imaginative-simple)

Similarly, a brand could be characterized as adventurous, headstrong, undependable, excitable, and somewhat crude.

There are five main types of brand personalities: excitement, sincerity, ruggedness, competence and sophistication. Customers are more likely to purchase a brand if its personality is similar to their own. Examples of traits for the different types of brand personalities:

Excitement: carefree, spirited, and youthful;

Sincerity: genuine, kind, family-oriented, thoughtful;

Ruggedness: rough, tough, outdoors, athletic;

Competence: successful, accomplished, influential, a leader;

Sophistication: elegant, prestigious, and pretentious.

A brand could acquire such a personality profile through advertising-created associations with certain types of users (the kinds of people depicted as using it) or the kinds of people used to endorse it in the advertising.  Of course, other sources of such associations might be more important than advertising, including direct observations of typical users, culturally ingrained stereotypes, word-of-mouth, and news media reports or publicity.  Indeed, these avenues should be considered in tandem with advertising as ways of developing or enhancing brand personalities.

In addition to being characterized on these personality traits, brand personalities like human personalities-imply associated feelings.  Thus, just as we can think of someone (or some brand) as being adventurous and excitable, we are likely also to associate with this person (or brand) feelings of urgency, excitement, or fun.  Alternatively, the act of buying or consuming some other brand might carry with it associated feelings of security and calmness

Further, a brand’s personality also creates an association of that brand with certain important life values.  A “value” can be understood perhaps as an “enduring belief which guides actions and judgments across specific situations.

Examples of values are the pursuit of an exciting life, the search for self-respect, the need to be intellectual, the desire for self-expression, and so on.  Individuals differ in the extent to which they hold different values as being central to their lives: while one person may highly value the pursuit of fun and excitement, another may be more concerned with self-expression or security.  A brand that acquires a distinctive personality may get strongly associated with a certain value, and strongly attract people who attach great importance to that value.

The value preferences of a key target segment ought to be researched and used in the development of a personality for a brand.

The concept of brand personality combines inside-out and outside-in; identity and image. A personality has its roots in the identity but is strongly externally focused. For marketing, it is not ‘be who you are’. Personality is: Become who you should be.

Carl Jung said “Personality is the supreme realization of the innate idiosyncrasy of a living being. It is an act of courage flung in the face of life, the absolute affirmation of all that constitutes the individual, the most successful adaptation to the universal conditions of existence, coupled with the greatest possible freedom of self-determination.”

Like any real person – personality is what you (want) to project in various situations.  You will behave differently when in different situations.  Thus you will have more than one personality.  In marketing you will try to project brand personalities that best fit specific (target segments/markets).

Like real people, it is not just what you want to project personality wise -, it is more about how others will perceive you.  The same applies to marketing, but here it is the target market that determines what the brand means to them.  Companies will try to develop the brand personality and image, but as in all good marketing, it is the customer who is the most important element.  What the customer perceives and decides is what matters to them – and then to the company.

Thus it is important to work with the target market (include them) in developing an effective, working brand personality

In psychology, three elements are defined as a part of personality:

-private personality (thoughts, feelings, fantasies, ambitions, talents)

-public personality (how you want others to see you)

-attributed personality (how others see you)

The private personality overlaps identity; the public and attributed personalities indicate the external aim and nature of personality.

What often matters more than the specific personality attributed to a brand is the question of whether a brand has any clear personality at all.  A brand that over the years acquires a distinctive, well-known personality becomes like an “old friend;” consumers feel familiar and comfortable with it, it offers a sense of security and reassurance, and most consumers would rather pick it up rather than a newer brand from which they feel more psychologically distant.

One of the reasons that market-leading brands tend to stay that way (is that they acquire this “good friend” personality.  However, such a personality can also become a liability, if the brand slowly becomes perceived as being old fashioned and out of step with the times, and consumers (at least a sizable segment of them) begin to prefer a more contemporary, new-and-different brand.  It becomes vital in such situations to “contemporise” and “freshen” the brand personality over the years.

This concept of brand personality, of a “brand as a person,” has been used by various advertising agencies.  It has proved especially valuable in studies of corporate image.

Is Brand Personality Important?

For the advertiser, the development and reinforcement of a personality for a brand serves to differentiate the brand from competition.  At a time when many brands are at or near parity in terms of technology (or are perceived to be so by consumers), the only difference between brands is often the personality that is associated with them.  By creating a favorable and liked brand personality, a marketer can set his brand apart, which often enables the marketer to gain market share and/or to charge a higher price (or, at minimum, to avoid losing share to competitive brands that charge lower prices or run frequent consumer or trade promotions).  Further, a brand personality is often unique and non-pre-emptible: while competitors can match your brand’s features and price, they usually cannot duplicate your brand personality (and, if they try to do so, they may end up giving your brand free advertising).

There are other, longer-term, advantages to building a distinctive brand personality.  If advertising is not simply to be a short-term expense, but a longer-term investment, a brand’s advertising should not merely lead to immediate sales but should also lead to the long-term enhancement of the brand’s “equity” or “goodwill.” Companies that create advertising which enhance such brand equity treat the value of a brand (or brand name) as an asset, much like a bank deposit.  Advertising that creates or reinforces a brand’s personality serves to increase the asset value of that brand; advertising that lacks such character serves to depreciate this asset value.

Why care about this hard-to-quantify asset value?  There are several reasons.

First, a brand-like other assets-can be bought or sold.  Much of the growth of the consumer product giant corporations has been achieved by a strategy of acquiring valuable brand names as assets from other companies, often at huge prices that vastly exceeds the valuation of the plants and machinery (the so-called “hard assets”) that went with these transactions.

Second, a brand’s asset value can command such high prices because of what it gives the company that owns it: access to a distribution network, with shelf facings in the stores; high consumer awareness and loyalty, leading to a stream of repurchases (and therefore income) in the years to come; and economies in terms of marketing expenses, especially in the costs of launching new brands.  “Line extensions” bearing an already known brand name do not require the huge budgets otherwise required to launch a new brand name.

Brand personality is important to the consumer for a rather different set of reasons.  Knowingly or unknowingly, consumers regard their possessions as part of themselves; people acquire or reinforce their sense of self, their identities, in part through the goods they buy and what these material goods symbolize, both to themselves and to others they come into contact with and care about.  What is “me” depends, in part, on what is “mine”; we define who we are not only by our physical bodies and our occupations, but also by our possessions (such as the watch we wear).  That is why a loss of material possessions-such as in a robbery or a natural disaster-leaves us feeling as if a “part of us” is gone.  Of course, the extent to which we “invest ourselves” in products and brands varies: more, for example, in automobiles and clothing, less (perhaps) in the brand of paper towel we buy.

It is also plausible to suggest that individuals in society define their self-worth in terms of material possessions and their symbolic associations, their “social value.” Further, in such an “outer-directed” society our sense of belonging to peer and other groups can depend significantly on a sense (and display) of shared brand ownership.  We use our possessions not only to define ourselves as individuals, but also to define which groups we belong to-and do not belong to.

As part of this “self-defining” process, consumers select those brands that have a brand personality that is congruent with their own self-concept.  That is, a consumer who does not think of himself as “flashy” is likely to feel uncomfortable in a car that is extremely attention grabbing and different from the norm; there is a lack of congruence in such a situation. In one study, it was found that automobile consumers sought out cars whose product image was similar to their own image, on various personality attributes (such as exciting/dull).  Importantly, there is some evidence that the type of congruence that is important in such brand choice is not that between a brand’s personality and a consumer’s actual personality but rather that between a brand’s personality and a consumer’s “ideal” or “aspiration” personality, though the evidence on this is not unequivocal.

Ms Kylie Prince is a Corporate Psychologist who helps organizations, corporations, and individuals with Branding, Career Branding, Leadership, Strategic Networks, ICT Governance, and Strategic HR. Kylie may be contacted via email leadership.psychologist@gmail.com.

Career Chess

ImageHave you ever consider the game of chess as an important tool in your career strategy. How you play the career game can have lasting repercussions on your future, and the future of your corporate family.

Creating career strategy takes a lot of the guess work out of life and career. The career guess work of uncertainty. Uncertainty can sometimes feel like an exciting ride, but the reality is; guess work can be exhausting and often this exhaustion is a de-railer for where you really want to go.

Creating a career strategy, not only includes making goals for the future, but also creating a vision of how you want your career mission to be. For example early career individuals have much different goals than experienced career individuals, or late career individuals; and often we can learn from our colleagues simply by observing their career path. Of course objectivity is much like observing our own career as a second person, and requires discipline of not becoming emotionally involved. Emotional involvement can be the biggest de-railer of an individuals career path; because it’s human to become emotionally attached to people, places, or jobs.

The career strategy that includes social media, is a strong career strategy in today’s market. The market demands people change with change, and social media is tool that can be fully exploited for your career advancement. Imagine building your career reputation through LinkedIn. LinkedIn enables individuals to social network to gain career edge in the market. Strategic social networking makes the possibility of career advancement easy, like playing chess. Like chess LinkedIn provides a platform to become strategic World Champion in your career.

As a Corporate Psychologist, I’m often asked to make people look good. Looking good in today’s market is about leadership, politics, flexibility, adaptability, strategic intention, and reputation; and Career Branding. Career Branding provides a persona. A personality presented in a certain way, that others assume is you. I generally work with individuals in organizations to profile the persona, culture and Brand fit of the corporation. Using LinkedIn as a tool to build reputation simply makes profiles come alive, assimilating pieces in a chess game. The chess game takes strategic and tactical moves to advance the organization and corporate position. Game objectives are defined through consultation, and we maneuver pawns, rooks, knights, bishops, Queens, and Kings to your advantage. Our method is evidence-based, formulated on theoretical frameworks, and currently top-secret, until we publish.

We understand that Career Branding is like a personality, with a set of human characteristics that are attributed to the Career Brand. Your Career Brand is you, and we fully support you with Career Brand coaching. Your Career Brand becomes the Face that is instantly recognized by others. Your Career Brand personality is what your colleagues and clients relate to, and effectively increases your Career equity by consistency of traits. Consistency is the added-value that your Career Brand gains functional benefits and value from.

Career Brands are packaged in terms of consultancy, coaching, and continuity of game play. We handle corporate accounts for executives, boards, and upper echelons of power. We offer your Career Brand complete respect, and dignity at all times, and understand the changing face of business in the 21st century, digital business.

Kylie Prince is a Corporate Psychologist who specializes in Career Branding, Leadership Development, Brand Marketing, Strategic HR, and ICT Governance. For more information please email leadership.psychologist@gmail.com.

Authentic Leadership, Engaging Tomorrow Today

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Leadership development is more of a valuable investment today than any other time in history. A strong authentic leader knows where he/she is taking their organization and is worth their weight in gold in-so-far as engaging, motivating and influencing their followers’ performance. Traditional leadership is associated with cut-throat economic and financial gain at all cost, with money having more value than the people making it. Traditionally achievement is measured in terms of marketplace capitalism, which as we know led to the economic collapse throughout much of the world today.

Tradition bred a deep distrust during the GFC, and many analysts demanded innovation, and creativity was needed to replace tradition; but how? How do we change the mindset required to accept innovation and creativity? People by nature are suspicious of innovation and creativity; these are out-of-the-box competencies for the conformed Professions. The emergence of the digital generation with deep visual intelligence and thirst for truthful knowledge however, could ‘see’ the damage caused by traditional leadership dogma and deemed it unnecessary. Our digital generation bided their time, grew their knowledge and when critical mass shaped marketplace acceptance through natural attrition, accelerated a new set of behaviours rarely seen in the corporate world. These behaviours look like Care. Caring behaviours were noticed by leadership researchers and published for the betterment of corporations, organizational and business performance.

Caring behaviours are similar to those of our grandparents’ values; caring about others, caring about self, family balance, enjoying life rather than working long hours, positive fulfilling relationships, and the need to belong in community. Research focused new styles of leadership around engaging, motivating, and role modelling desirable caring behaviours. Desirable caring behaviours in the organization align organizational and business goals; rather than rewarding competitive individual recognition. These lessons were learned from countries who thrived during the GFC; collaboration, cohesion, and community. In the name of succession planning tomorrow’s healthy corporations today, research discovered the digital generation engage better, motivate better, and follow role modelled behaviours better when the leader was open, transparent, and demonstrated genuine care about their followers. These Authentic Leaders are self-aware, aware of others, genuine, mission focused, results focused, keep the big long-term picture in mind, and lead with their heart.

Authentic leaders know how to engage, motivate, and drive organisational goals and objectives through genuine passion and belief in the vision of the big picture. While organizational performance is the precursor to great business results, harnessing the ‘in-tangible’ non-traditional resources can leverage marketplace edge. Authentic leaders close the “knowing-doing” gap by encouraging sharing behaviour; sharing vision, sharing knowledge, sharing information, sharing direction, and sharing confidence. In this regard the organizations behavioural dynamics can be shaped, plied and manipulated to increase business performance in a healthy, holistic caring manner.

Healthy organizations capitalise on behavioural dynamics, like football plays plan of action focus on winning. Healthy behavioural dynamics can be shaped a number of ways; strategic recruitment, identifying succession ‘potential’, developing desired capabilities, and a learning and development culture. These interventions will achieve high performing, winning organizations that yield strong business results, and lead a competitive marketplace. Healthy organizations not only recognise our talent is our potential; we recognise social networks as a veritable foundation for the organizational structure and culture to thrive. Social networks are in effect, cross-functional tools for managing and shaping measures of marketplace reputation, trust, transparency, support and openness. These qualities reflect organizational cohesion, collaboration, and enhance talents’ psychological contract with the organisation.

Authentic leaders’ know how to develop competitive marketplace edge through knowing how to tap into our talents motivational needs, to increase innate human potential. Like fishing, motivation is the lure that engages followers. Followers take the bait that feeds his/her trust for engaging with the authentic leaders’ organizational vision, goals, and mission; and thus the follower is hooked. Authentic leaders know how to bait hooks in a way that appeals to all followers simultaneously, considering all levels of motivational needs. Motivational needs in the organizational context align Maslow’s hierarchical model. These are opportunity, commitment, belongingness, reputation, and fulfilling potential. Potentially speaking, feeding these needs actualises the organizations potential, and increases business results.

Research and theory demonstrate that leaders’ affect the organizations performance through a trickledown effect. The effect on the organization therefore, when leaders with psychological disorders such as bipolar, anxiety, or depression trickledown to create chaotic performance. Authentic leaders by nature and development have a healthy clear mind, and manage well. Managing well is simply a clear sign of coping; and a manager who fails to cope fails to manage. Clear healthy minds support strong healthy organizational performance across generations, professions, and structural levels. Boards that recruit leaders with disorders are simply delusional in thinking their CEO will bring home the bacon.

Psychoanalysis is the key to developing authentic leaders. This is relatively simple to achieve. Research indicates that the increase in organizational performance after just one psychoanalytic session provides in excess of 2% ROI on business results. For an organization the size of Yahoo, a 2% increase is worth about $2million per year. Authentic Leaders are developed through psychoanalysis. Depending on the individual between five and ten sessions are all that is required to develop an Authentic Leader. Psychoanalysis is therefore considered leadership professional development, but please trust only registered Psychoanalysts and Psychologists who understand Authentic Leadership development to care for you.

Article written by Ms Kylie Prince, Corporate Psychologist with the Collective Leadership Organization, Melbourne, Sydney & Cairns, Australia. Kylie has been researching and developing Authentic Leaders for over ten years, and has in excess of nine hundred case studies including a Prime Minister, and top tier global consulting firms. For more information on this article please email leadership.psychologist@gmail.com

Brands and Leadership

Leadership development is valuable professional development. Of course professional development is required for any Professional to achieve their career goals. Many professionals’ careers were affected by the global financial crisis, especially in areas of Licensing and Brand Management. Management literature supports Leadership research in most career paths, except Licensing and Brand Management. Most corporate leadership research is focused on increasing performance of MBA trained professionals. However I see the platform of Licensing and Brand Management in terms of future economic recovery vital in terms of Brands engaging the digital generations and of course the digital generation is our future.

A number of years ago I noticed a needs gap in best practice leadership research for professions such as marketing, politics, law, ICT, and licensing. I decided to focus on these professions and the overarching Branding phenomenon as a leadership tool for engaging followers. As a psychologist and leadership researcher became curious as to how we could use Branding as a means to not only engage followers’ performance, but bridging generations for corporate cohesion and collaboration, factors missing in most western corporations. This led me to understand the complexities of the Brand phenomenon in terms of the digital generation and their high levels of visual acuity, as opposed to other generational cohorts.

I also noticed the association between organization and business performance, Brand performance, and marketplace reputation; and wanted to explore these connections in terms of leadership styles. My curiosity led me to research Licensing and Brand Management professionals globally in terms of their leadership styles, what was working, what was not working and how this was affecting Brand influence in engaging consumers and business results.

As a Corporate Psychologist I have been working with a leader-follower model for approximately seven years, however have been researching and developing leaders for approximately ten years. The leader-follower model focuses on developing business performance through increasing leader-follower performance. I wanted to apply this model to Brand performance as a focus of building reputation for business performance. The leader-follower model is called an Authentic-Collective Leadership model and is based on best practice psychological and leadership research.

Authentic-Collective Leadership is best practice leading edge global research. This is a similar model that Deloittes use globally and is at the forefront of business management research. I have researched and tested this model extensively, with over nine hundred case studies including the government of a country and her Prime Minister; and tier one global consulting firms. The reasons this model is so effective is the focus on bridging generation gaps in the organization, fostering collaboration, cohesion, and community; and this has a positive flow on effect increasing organization, Brand, and business performance.

I became serious about this model, and developing Authentic Leaders during the global financial crisis when it was obvious to me that traditional leadership, and traditional management were responsible for the GFC mess; and that if I have the knowledge to do something to help, I should. My social conscience was motivated to research how the future of tomorrow’s corporations could be shaped today, into healthy businesses; and I noticed that Brands were the answer. This is how I became interested in Brands as a solution to the GFC.

I discovered that Brand reputation was like Corporate or business reputation; and that the digital generation’s obsession with Branding was in fact different to that of other generations. I noticed that the digital generation is extremely high in visual acuity. Visual acuity is the primordial hunter-gathered spatial recognition of holding the external world internally, like our very own GPS system, and this could be developed in people, as it is with the digital natives. I started connecting these facts and understanding the foundation of why digital natives were difficult to engage in organizational context, and how we see the big picture of the corporation, social responsibility, reputation, etc in the Brand recognition instantly, while other generations don’t. This is the same principle as ‘first impressions’.

My professional goals include; improving Brand performance, improving organizational performance, improving leadership, and improving the global economy; simply and strategically through developing awareness.

As a Corporate Psychologist, I understand that in the performance and development context, people are our solution; and investing in Branding and Leadership on a global scale can change the world.

the Collective Leadership Organization

Corporate Wolf Pack – Nine Innovations for Business Computing

Corporate Wolf Pack – Nine Innovations

 The Strategic Architectural Model for Business Performance Computing builds on 9 new innovative management products that ensure a competitive advantage.  We solved organizational people/technology issues.

1. Principles of Good Corporate Governance Means:

a)         Focusing on the organisation’s purpose and on outcomes for service users

b)         Performing effectively in clearly defined functions and roles

c)         Promoting values for the whole organisation and demonstrating the values of good governance through behaviour

d)         Taking informed, transparent decisions and managing risk

e)         Developing the capacity and capability of the governing body to be effective

f)          Engaging stakeholders and making accountability real

2. We provide the connectivity between people & technology and turn regulatory obligations into assets:

  • Business to Process Reporting (BPR) ensures a system of measurement is in place and establishes specific channels of communications that profoundly influence how people (knowledge workers) administer themselves.
  • Remove the walls, ceiling and floor of organizational “knowledge silos”, and build organizational competence.
  • Enable people to build relationships and understand and communicate issues of the industrial age (robust plant and equipment) and the complex issues of electronic age systems (Functional Safety of SCADA, Control/Automation systems, Safety Related Software Systems, telecommunication etc. and Business Critical software)
  • Improve decision making in dealing with future uncertainties.

3. A set of symbols to empower competent people to forestall the law of unintended consequences.

  • Quantitative dependability (including software) on line to support your people in decisions enabling them to prevent the law of unintended consequences
  • Failure prevention and disaster recovery
  • Permit management (Safe access to plant)
  • Change management affecting the business unit (including the specifics of hardware and software & telecommunication technologies)
  • Time and space/locations management to prevent unintended consequences.

4. New Technology to make visible the relationships of how all components work together:

  • Competency based risk management hierarchy involving:
    • Robust plant and equipment, hardware, software, control system and electrical, electronic and programmable electronic safety related systems
    • Software and people-ware reliability – maintaining competencies in this rapidly changing electronic age
    • Procedures/Work instructions reliability
    • Overall risk/uncertainty management framework.

5. New Knowledge Mapping System to implement due diligence/legal compliance and the competence renewal process

  • Up to 70% cost reductions in administration of compliance
  • Remove the worry out of compliance – never fail an audit – self review to:
    • Simplified Corporate Governance reporting including Sarbane Oxley
    • Quality Assurance ISO 9001:2008/API Spec Q1
    • Environmental ISO 14001
    • OHSA
    • Global Technical Standards
    • Applicable Global Regulations

6. New project life cycle management technology to remove the importation of OH&S/Environmental/Quality & Legal issues into the Design Phase.

  • Preparation of specifications – moving risk assessments into the concept phase  – savings of up to $ 600 million
  • Assurance for Capability/Capacity for the project
  • Assurance of competencies for the project
  • Communicating the contract & conditions of contract throughout the organisation
  • Status tracking of all activities
  • Planned project compliance = turning regulations into assets during operations phase

7. New Competency Management System

  • Qualitative, Quantitative and Procedures dependability on line ensures:
    • Learning organisation
    • Organisational competence
    • Organisational psychology to nurture people’s motivation and enthusiasm
    • Expertise Locator – Finding the right people within your organisation
    • Competence matrix for life cycle management
    • Compliance for maintaining competency
    • Change management in Competency requirements to match electronic safety related systems

8.  New Customer/Supply Chain Management System

  • Competency based risk management hierarchy using internal measurement of:
    • Customer reliability
    • Supply Chain reliability

9. Defined/Verified and Validated ALARP level of risk

  • 12 Principles of risk management – On Request (High level Corporate Risk Assessment)
  • Simplicity in establishing the agreed ALARP level of risk in the design phase
  • Compliance turned into an asset

The Strategic Architectural Model for Business Performance Computing ensures flexibility in implementing the above in a new system of measurement to give your people control and make informed decisions.

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Risk and Performance

The old corporate Guru shook his head slowly from side to side. It was getting late in the evening and perhaps too late for his young executives. This year, the young executives were very different from past years.
Who are these young executives?

Even at their age, the young executives had not yet developed the expected level of wisdom, which should have come with their experience and the passing of quite a few summers and winters. They did not even have a common language to communicate with each other about leadership, cultural development, risk, and performance in the business. The Guru felt very disappointed that he was making little progress with these young executives on this retreat with no progress
yesterday nor the day before. He was especially disappointed because he had seen many of them on a similar exercise last year.
The Guru shook his head and took a deep breath. “How should I approach helping them understand risk and performance?”
His approach yesterday had no impact. The Guru felt strongly that, if he failed to get his messages through to this batch of young executives, the price to pay would be too high. In his opinion, the business might not survive long term. He was not sure how he could get his concepts on leadership development and improving corporate culture, performance, and risk management across to the young executives. He suspected they did not even want to listen.
The Guru decided to sleep on his problems and try again tomorrow. He politely said good night to the thirty young executives, who ranged in age from twenty-five to forty years old. He used his advanced age as a convenient excuse for an early night. He said that, at his age, he needed more sleep than the younger generation.
Even before he left the room, he noted that several of the young executives, both men and women, jumped straight back into their constant heated debates. One young executive asked the group, “How could you best improve the long-term performance and risk management of the business?” The subsequent arguments would lead to more growing tension between the young executives.
The Guru walked out of the hot, stuffy conference center and wandered back to his very comfortable hotel room. He considered their heated debates.Was it only a fencing match to see who would be the top dog by the early hours of the morning? On the other hand, were they struggling to understand how to improve the company performance and manage risk to help it survive?

He sighed heavily and felt very weary. His mind turned over the purpose of these annual executive development retreats with the fresh crop of young corporate executives. These retreats had always been vital for the business long term in developing the leaders of the future and business direction.
The Guru knew these young executives were the future business leaders, but, right now, they were beginning to challenge his patience.
Did the new executives just seem to get younger every year? In addition, he was deeply worried about what might happen if he failed to impart the corporate knowledge, culture, and wisdom needed to take the company forward into the future.
Have I failed the young executives and the company?
As he eventually settled down to sleep, he heard the winds outside begin to rise and very quickly start to howl. He knew these winds would blow hard all through the night. He was right and through the night, the wind noisily shook the woods that stretched around this remote conference center. The center was cradled among the trees at the foot of some great mountains and winter was only a month away.
After what seemed like only a few hours, the Guru woke with a start one hour after first light. He was surprised as he always slept with the drapes open so the sun would wake him at first light, but it did not wake him this morning.
The light had always woken him, even in unfamiliar locations, but he had struggled all night in his sleep with his nagging problems with the young executives and he felt exhausted and was unusually vague, tired, and hungry. His thoughts were still firmly on the young executives and he felt his mind had turned over repeatedly in his sleep, as had his body, judging by the mess of his bed.
How could I get through to the young executives?
He still had no idea, and he was becoming more worried and his disappointment with himself was growing. The Guru switched on his hotel TV and watched a documentary channel, hoping this would wake him up for the day ahead and take his mind off his own teaching problems. He slowly drank a strong black coffee, his attention settling on the documentary. It was about a wolf pack in northern Canada, and this grabbed his undivided attention, as he had always liked wolves and the wilderness. In fact, he had chosen this location because it was on the edge of a national park with the possibility of some precious fleeting glimpses of the famous grey wolves.
The documentary’s story unfolded in the grassy slopes with thin tree lines opening up to the dangerous and difficult lives of a wolf pack trying to survive and get on with life. He watched for about an hour and he loved the story. Then the Guru began to relax, and he felt his tension from the previous night begin to melt.
After a while, it struck the Guru.

These wolves were just like the young executives trying to survive in their own fiercely competitive corporate environment. He could use the documentary to explain leadership and cultural development, risk, and performance to the young executives. Moreover, it would make for a great story.
This would be much better than teaching them the dry corporate stuff that he had been dishing out to them over the last two days. The Guru reconsidered what he had delivered over the last two days. Perhaps it was not that interesting, and he could understand how the young executives might feel about the retreat so far.