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A home for the Conscious Business community in the UK


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Are you living your Purpose?

There’s a current resurgence of interest in the idea of Purpose, as it relates to business. Aaron Hurst with his book the Purpose Economy and company Imperative, and Jeremy Heimans over at purpose.com seem to be hammering social media with the idea that purpose is not just good for people, but that it is also good for organisations and the way we run our businesses.

I am pretty unlikely to disagree with that. I also think purpose is important, for both people and organisations

Of course, purpose itself isn’t a particularly new idea in business. It has existed in the form of ‘Mission’, ‘Vision’ and ‘Values’ for a long time, and while people like Umair Haque have brilliantly lampooned these more traditional forms (in his book Betterness, for example) it continues to be something that comes up regularly with clients. “Help us clarify and communicate our purpose” they ask.

But the more of this work I do the more I realise that the really critical thing with Mission or Purpose, or whatever you want to call it, is ‘living it’.

Again this isn’t a particularly new idea – people have called this ‘walking the talk’ for as long as I can remember.

But I am not sure that particular injunction – ‘telling’ people to live it, to be it – really helps that much. I may want to “walk my talk”, but I still find it hard.

So here are some simple things you might choose to do that I believe will help you live your purpose.

Have a Purpose

First of all, it’s is good to have one, obviously.

But there’s a dilemma in that. I am going to focus in this post less on finding or discovering a purpose because I think there may be nothing to find. I don’t think purpose is a thing, and therefore we cannot find it like a pot of gold at the end of the rainbow.

Stafford Beer, the great cyberneticist, talked, I believe, in terms of POSIWID. “The Purpose Of a System Is What It Does”. This suggests that purpose is more ’emergent’. Like a rainbow it isn’t really there. But under certain special circumstances in combination with the way our eyes and brain work we can surely see it.

For example, my purpose today based on an observation of what I am doing, is to get out of bed and write a blog post.

I seem also to be in the throes of trying to raise a family, build a business, be a good citizen etc. Later I’ll make breakfast, go to meetings etc.

Notice that my purpose depends on a number of things, including the time of day, my role as viewer, as participant and so on.

The purpose gurus I listed above will, I am sure, provide useful methods to ‘capture ‘ your purpose as if it is a thing to be captured. There are audio books and books galore (contradicting myself, I have to say I rather liked Richard Jacobs’ attempt), and generally consultants and coaches love to do this kind of work.

And if you really want to clarify your purpose then I can recommend nothing better than a week-long silent retreat in the mountains of Wales or some other beautiful and remote place.

Maybe it is just me, but I think the assumption behind many of these ‘processes’ is that purpose will emerge as something tangible, words that you can, for example, engrave on a tablet of stone. A ‘calling’ that you can take along with you for the rest of your life, to steer you, to drive you?

But maybe purpose as a thing is hard to ‘capture’? Maybe it is too temporary, too contingent on circumstances for that?

Simply Noticing

So instead of a long search, or following a complex process, I suggest simply noticing. Being aware. Not just of our thoughts, but also of our feelings and our instincts. Noticing what you do and how you do it. Noticing is a conscious business practice and one we can do at any time.  It is especially best done, while we are acting – we sometimes call this reflexivity.

If you spend a little time on that then you’ll probably quickly notice that purpose changes. It changes from day to day, hour to hour, minute to minute and even second to second.

If I am eating lunch with a friend my purpose is probably something to do with enjoying the food and conversation. Or maybe I am trying to get something across, or share something, or get some support.

At a business meeting an hour later, my purpose might be completely different. I may be trying to build a very different kind of relationship.

Yes, I may be able to see a pattern in my purpose. I seem to want to build a business day after day after day. My need to feed and clothe and educate my children does not go away.

Seeing purpose as changing makes me want to explore it all the more. I can learn more about my purpose by enquiring into it, enquiring into all these facets, discovering what it means, and what I am about.

Am I Living My Purpose?

But when I do that, and I guess it is the same for many people, I notice that there are also plenty of times when I don’t seem to be following my purpose. I find myself distracted. Or I find myself doing something completely at odds with what I think I want to achieve.

This happens most often in groups and teams. For example, my purpose, as I might name it when entering into a meeting is to be unconditionally constructive, collaborative, and help people, including me, find the best solutions to whatever issues they face.

But what happens? Sometimes, almost the opposite. I might notice myself behaving destructively. Perhaps causing as many problems as I solve.

Again noticing, I believe, is the key to unpicking this. By observing what I am doing, I can ascertain a new facet to my purpose, something I may have been previously unaware of.

Maybe I am more competitive than I thought and I am engaged in a bit of sibling rivalry. Maybe I have learned some habitual ways to get my need to feel outraged met, and I am exercising this by blaming other people and their failings.

Again, simply noticing will probably give me all the clues I need.

Beyond noticing – community and conflict

So noticing is great. But for me, noticing also isn’t enough. When I become more aware of what is going on it helps, but it doesn’t necessarily help me break out of the habits I have formed.

This is one reason why I like the Do Something Different system – because I believe it can help us break those habits – of mind and body – which keep us in our comfort zone.

And the other thing that I believe is completely necessary if I want to live my purpose is trust, and conflict. Echoing Patrick Lencioni, we have found again and again that a group of people won’t enter into conflict unless there are high levels of trust amongst the group.

A healthy form of conflict is necessary for someone to do me the huge favour of pointing out my failings. If you are going to point out to me that I am not living my purpose, and, believe me I do want you to do that, you risk me fighting back.

We risk conflict every time we point out to someone the difference between their espoused position (what they say they will do) and what we actually observe.

But being open to this feedback and being in a group of people brave enough and caring enough to give accurate feedback is, I think, really the answer to living my purpose. Few of us are saints – few of us have the awareness to always notice when we stop living our purpose. And even fewer, myself included, have the willpower to do much about it.

We need other people, we need a community around us that will give us that ultimate gift of clean, unencumbered feedback.

Being personally open to that feedback isn’t easy, of course, but the skills and conditions that allow trust and healthy conflict to arise in a group are fairly easy to learn and practise. There are better ways to converse than those we learned in the playground or in our first families.

As a group, we can learn to break collusion, and see reality.

I’d love to hear what you think? Does this make sense? Is your purpose more easily fixed than the way I describe it? Are my assumptions correct, or way off base?

What is your purpose?
And are you living it?

Pointers

Aaron Hurst – Purpose Economy book company Imperative

Jeremy Heimans purpose.com

Betterness by Umair Haque

Richard Jacobs – Find your Purpose

Patrick Lencioni

Do Something Different


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Women and Conscious Leadership

Taken from the forthcoming spring ‘e-Organisations and People’ journal – For more information and to purchase a copy look here. This article asks whether the time is finally right for women to take on leadership roles without needing to give up their core values, needs and behaviours.  Evidence is put forward showing how essential it is to include women in leadership roles if we want to attain a sustainable future.  Lasy Lawless explores what might prevent that from happening.  She considers how much of this problem is self imposed and how much of it relates to gender politics in the workplace.  She asks each reader to do one thing to accelerate change.Keywords: Inequality, women in leadership, gender, prejudice, diversity and sustainability

My discovery of gender prejudice

I grew up on a farm in a large family in Ireland.  There was an equal number of boys and girls in my family.  This description probably conjures up a stereotypical image of simple country folk following strict catholic doctrines, women in the kitchen supporting men in the fields.  But that’s not what it was like.  My mother was the first female to study law at Cork University.  She experienced severe prejudice from male lecturers, who assumed she chose the subject to be the only female amongst men so that she could flirt with them.Despite being awarded a first class degree, she never got to work as a lawyer.  In those days the economic policy to address unemployment was that women gave up work when they got married.  Those women who did not go on to have children simply struggled to contribute and to live full lives. This background set the scene for my upbringing because in my home we never distinguished between male and female roles along traditional lines.  Boys cooked and girls worked on the farm – if that suited our strengths, rather than tasks that were assigned based on our gender. So natural was this to me that it wasn’t until I actually entered the workforce in 1980 that I discovered gender prejudice and I found it both shocking and stupefying.  It simply made no sense to me.

Slowly it dawned on me that although women were a core part of the workforce, they rarely ran companies, sat on boards or shared equally in rewards. Throughout my twenties I watched and learned just how agonisingly slowly systems of power change, irrespective of whether they are effective or satisfying.  I have oscillated between irritation with the system, rage at men and frustration with women themselves, each playing a contributory role in ensuring that change cannot be immediate. However, in the last ten years I think I can see the roots of a sea change.  I hope that when we look back at the noughties we will all be as shocked and stupefied as I was in the 1980s.

Conscious capitalism for gender equality?

And I believe that conscious capitalism is the movement that captures the attitudes and values that will make it possible for women to take their rightful place as equals in the business world.  I believe that gender equality requires three major shifts:  a new economic structure, the buy-in of men and women being more assertive. Conscious capitalism is that system.  I will try to address the other two conditions later in the article.Conscious Capitalism by Mackey, Sisodia and George (2013) identifies some key qualities of the conscious leader.’Conscious leaders abundantly display many of the qualities we most admire in exemplary human beings.  They usually find great joy and beauty in their work, and in the opportunity to serve, lead, and help shape a better future.  Since they are living their calling, they are authentic individuals who are eager to share their passion with others.  They are very dedicated to their work, which recharges and energises them instead of draining them.  Conscious leaders commonly have high analytical, emotional, spiritual and systems intelligence.  They also have an orientation toward servant leadership, high integrity and a great capacity for love and care. (Mackey, Sisodia & George 2013, p183). While so many of these qualities are gender neutral, others (love, care, emotional intelligence, sharing passion, servant leadership and helping shape a better future) are attributes frequently associated with women.  They might even be described as nurturing or maternal characteristics.

Because of the roles traditionally played by women – supporting partners, enabling children towards independence and reaching their potential, running households and finances, it could be said that women have been in training for leadership positions for thousands of years. ‘Conscious business’ is a way to describe organisations that operate within a conscious capitalist structure. Conscious businesses positively encourage women to embrace leadership roles outside of the home, but this is only the structure.  For real change to occur we need women to step into the roles and demonstrate our effectiveness in leading.

So what are the issues that women will have to address if they choose to step into leadership roles?  I think they fall into two main categories – things that women need to do for themselves, and things that men need to support us with.  Equality for women is happening slowly, but for change to happen quickly both genders need to collaborate.  The greatest hurdle is to raise general awareness of the challenges and of the amazing opportunity if we address the issues.  We need to take the conversations out from the feminists and futurists to every layperson. The major challenges we face are: women’s preference for collaboration over competition; scepticism about how their accomplishments will be reported by journalists/men; women’s fear of being humiliated by being judged on how they look rather on their accomplishments; young girls low aspirations based on their lack of belief that they will succeed; and ignorance by female graduates of the benefits of working in SMEs rather than in corporate cultures.

Collaboration vs competition

It would be easy to idealise women and to pretend that they completely avoid conflict or competition.  They don’t. But research shows that there are significant gender differences in frequency when entering into ‘winner-takes-all’ types of competition, and yet no significant gender gap in other types of competition.   Women are averse to entering competitive forums that result in a single winner walking away with the prize and the kudos, but women are equally competitive where the agenda results in rewards for the majority (Niederle, M., & Vesterlund, L. 2007). Conscious leaders believe that the most successful and sustainable results come from including the interests of all stakeholders – employees, investors, suppliers etc  rather than simply focusing on shareholders short term returns.  Conscious businesses need leaders who favour collaborative, empowering attitudes rather than ‘shareholders-take-all’ behaviours, and women compete as frequently and as successfully when these conditions exist.

Respect for the long-sightedness of how women compete needs to be applauded, rather than their aversion for winner-takes-all outcomes to be portrayed as a weakness.  After all, we have seen the outcome of pure capitalist attitudes – the majority lose while the minority continue on in a self-serving manner. I ran a workshop this week for “Women in Leadership” that included an hour of dialogue with three significant female leaders.  I was struck by their passion to share success and power, which was reflected in these three responses: “In the Green Party we spent a long time considering how to do leadership so that it was not something that we did to people, but something that we do with them.” Caroline Lucas (First Green MP). “When I got above the glass ceiling I threw the ladder down so that other women could climb it.” Polly Toynbee (Journalist for The Guardian). “I have never knowingly turned down any conversation with anyone who wanted to talk about their career development.” Penny Thompson CBE (CEO of Brighton & Hove Council). These responses were not constructed to gain PR advantage.  They were authentic responses embedded in answers to various questions on “Women In Leadership.” It demonstrates their natural preference for “power with” as opposed to “power over”.

Scepticism about the press

I am currently working with an amazing female MD running a successful international business. The company is a conscious business moving towards employee ownership.   A year ago I invited her to speak about the company’s culture at a business event but she found the idea horrifying.  Besides a fear of public speaking, which is a common fear for both genders, she just didn’t trust the media to get that the success of the company and its culture was down to her team and not to her alone. She was not going to risk her team feeling undervalued. Since then I have introduced her to books and articles on conscious capitalism and very, very gradually she is becoming hopeful that there is a growing appetite for change in how business is done.  We need to get more information about conscious business out to women so that they know there is a system that absolutely relies on the feminisation of business.  I believe that they will take the risks necessary to step out of the shadows if they have faith that something is changing.Caroline Lucas resigned as formal leader of the Green Party after four years because she “had benefited so much from the position and she wanted to pass on that opportunity to someone else in the party”.  She told us that the press could not accept this explanation and so instead they were creating stories about an affair or her mental health.  This is the type of personal assault and misinterpretation that women risk when we openly offer an alternative explanation for our motives than the winner-takes-all model.

Fear of humiliation regarding personal appearances

Women fear the limelight of greatness because they risk being judged on their appearances rather than on their accomplishments.   68% of girls across all groups agree with the statement “ability”. At the workshop that I mentioned earlier, Penny Thompson told us that when a picture of her appeared in the paper after her appointment and announcing her amazing prior achievements she had to tolerate comments on her appearance such as suggesting she “use her huge salary to do something with her hair”. The most atrocious recent example of what women have to endure is captured here by the Financial Times about the first female prime minister of Australia: “Few politicians in a western democracy have endured such personal abuse as Gillard, whose three-year term as prime minister ended in June amid a welter of recrimination about the nature of Australian society and its treatment of women in top jobs”. (Parker, 2013)

But the Welsh-born lawyer did not go down without a fight. Gillard reflected on her role as the country’s first female prime minister: “I’ve been a little bit bemused by those colleagues in the newspapers who have admitted that I have suffered more pressure as a result of my gender than other PMs in the past but then concluded it had zero effect on my political position or the political position of the Labor party.” With tears in her eyes, she talked about what her term as prime minister might mean for other female leaders: “What I am absolutely confident of is it will be easier for the next woman, and the woman after that, and the woman after that, and I’m proud of that”. While this type of attack didn’t stop Penny Thompson or Julia Gillard from embracing leadership roles, not all women are resilient or brave enough to survive it.  Just as it is not every man who is brave enough to be a Nelson Mandela or Ghandi.  It takes a huge amount of self belief and faith in the underlying higher values for a person to put themselves consciously in these positions.  What we really need is the support of men, the press and all powerful thinking individuals everywhere to make this kind of ignorant behaviour a thing to be ashamed of.

Young girls’ aspirations

Women lack self belief in their ability to succeed in business.  Girls across every level of affluence are almost 10% less likely to believe they could start their own business than boys of a similar level of wealth.  (Click for link to survey results.) For me, this is the most depressing piece of research available.  When I compare this perception to how I described my beautifully, naive beliefs in my teens it feels tragic.  We need more female role models in all walks of life.  Change of this type has to begin at home. So if you are reading this article, make one little change – point people towards Guardian Women, attend an event to support women in leadership (there are loads of them), vote for female leaders, challenge the status quo in companies.

Corporate careers vs SME offers

Women do better in SMEs, and SMEs do better because of women.  The number of women on FTSE 100 boards has risen from 15% in 2012, to 17.3% in 2013 (Dr Sealy, 2013 – Link). Career breaks, bias and having babies certainly account for some of the shortfall but it cannot account for all of it and gender prejudice must account for at least some of it.  In contrast, recent research also found that 80 percent of family owned businesses are more gender balanced, having at least one female director and that this diversity meant that the companies were less likely to fail than companies with less diversity (Myers, 2013 – Link). The study highlighted the fact that family-orientated goals such as preserving unity, wealth and providing employment for family members may also contribute to their survival.  The team analysed data of over 700,000 medium and large private family and non-family firms with an annual sales turnover of at least £6.5 million, a balance sheet total of at least £3.26 million and at least 50 employees. This information is available to corporate boards but because they are so entrenched in traditional thinking and averse to taking risks they often appoint women as a token gesture and to appeal to corporate social measures rather than in the full understanding that they need to do this for their own survival.  We need this kind of thinking and behaviour to change.

Some hope

I think it is significant that although conscious business culture is only recently emerging as a solution to addressing the pitfalls of capitalism, and that democratic management and empowerment are being touted as the way to run successful businesses, it was an exceptional female political scientist – Mary Parker Follet – who wrote about it almost a century ago.   Her work was largely ignored by business writers, all men, until recently. “Follet was profoundly interested in society and how one could attain personal fulfilment while striving at the same time to create the well-ordered and just society.  The answer, she concluded, lay in democratic governance, an abiding belief that was to inform all her activities and become the goal that inspired her for the rest of her life”.  (?Graham 2003, p: ?)  In ‘Prophet of Management’ (2003), Pauline Graham explores the reasons that she was so ignored by her peers – was it a sign of the times or simply because she was a woman?   Like my mother, Caroline Lucas, Polly Toynbee, Penny Thompson and the female MD mentioned earlier,

Mary Parker Follet continued to say what was true for her despite being ignored or misinterpreted by her male peers.  It is remarkable how ahead of her times she was, and it is testimony to her message that approaching 60, and without any experience in the business world, she became a management thinker eagerly sought after by the business communities of both the United States and England.   Those business leaders, mostly men, were also ahead of their time.

Summary

Conscious business is a successful, sustainable way of addressing the failure of pure capitalism.  Conscious leaders require additional qualities that have been traditionally described as feminine.  Companies that have at least one female director significantly reduce the risk of business failure and conscious business culture was originally captured in the writings of a woman over 100 years ago.  So all of this bodes well for women who are ready to aim for leadership roles.  And having a more balanced mix of the genders across business leadership roles would appear to  lead to more sustainable success for everyone. It would seem that the time is ripe for women to share more equally in leading the world towards a better way to do business.  It is now up to women to embrace the moment and aim for greatness, for the good of everyone, rather than fearing the comments of small minded individuals.  It is also up to men to support women in the journey because it has finally become clear and evidenced based that this is the only intelligent choice for us all.

References

About the author

Lasy Lawless is passionate about change and transformation. She likes to combine this with pragmatism, strategy and business focus. Her approach is person-centred – which means, she expects and supports others to take their own, full responsibility.As a trained accountant, Lasy worked for Big Finish – a conglomerate of TV and film post production companies – at a time when that world was being radically changed by digital technology. As Group FD, after 10 years sitting in over a dozen boardrooms devising strategy, she realised that the old ways of doing things were finished. Traditional power structures no longer delivered.That’s, at least in part, why she re-trained as a psychotherapist. Lasy believes that understanding what motivates people, and how to create strong challenging relationships at all levels, is the single most critical success factor for any business. Lasy is one of the founding partners, with Pete Burden and Jamie Pyper of Conscious Business People, a consultancy a business consultancy helping leaders build 21st century business cultures. She can be contacted  via  http://www.linkedin.com/in/lasylawless.


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Conscious Business Discussion Paul Levy & Jamie Pyper

A brief chat about conscious business…

http://rationalmadness.files.wordpress.com/2013/02/paul-levy-and-jamie-pyper-on-conscious-business-feb-2014-1.mp3

Jamie_200x300paullevy


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Conscious Business Events in November

Four great Conscious Business-related events in London, Birmingham and Brighton next month:

  • Meaning Conference – connecting and inspiring people who believe in better business – 8th November, Brighton
  • Many employee-owned businesses are purpose-led. The showpiece EOA conference for employee-owned businesses is in two weeks time – 12/13th November, Birmingham
  • An RSA-sponsored event: Is CSR dying? 20th November, Brighton
  • A Conscious Leadership Conference – How to create profit with purpose – 28th November, London

Plus our usual Conscious Business practice meetups in Brighton (18th November) , London (25th November), Bristol (11th November) .

And a new event if you work in the City of London  (26th November).


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Too big to fail?

A recent post in the Conscious Capitalism LinkedIn group made me think about what happens when a group – a company – gets too big.

Is this the end for consciousness? Can large companies sustain the consciousness that small groups can?

As a young man I worked for a Fortune 50 company called Digital Equipment. (No relation to the much smaller and less successful Digital Research – the company that produced the operating system CP/M).

This was a company which grew organically from a $70,000 investment in 1957 to a $14bn corporation employing some 120,000 people. Eventually it faltered and was sold to Compaq in 1997 – in what was at the time the largest merger ever in the computer industry.

As some of you will remember Compaq itself faltered and was acquired by HP in 2002.

But my story is about growth. And demise.

Following its meteoric rise over 40 years, the hard fact is that DEC was a large company that faltered and eventually disappeared.

You could put this down to all sorts of reasons. Unseen flaws in what was a highly collaborative, innovative but also caring culture? Failure to adapt to a changing marketplace? Even narcissism amongst the top team? We can speculate endlessly.

Or maybe it just got too big.

But there’s a letter from a friend and colleague of mine in Ed Schein’s book on DEC (DEC is Dead, Long Live DEC – The Lasting Legacy of Digital Equipment Corporation).

Schein was a consultant with DEC for many years, and it was seemingly where some of his enduring ideas about organisational culture – and process consulting – emerged.

My friend’s letter suggests that when a big corporation disappears we can talk of death. But we can also talk of new life.

He suggests we picture a sunflower. When the flower is ready, the hundreds of thousands of seeds – the employees – spread far and wide, born on the wind. They take with them the DNA of the organisation.

And indeed look around the world today and you will find many ex-DEC employees still following the values that attracted them to DEC -we could call them ‘power’ and ‘love’ – and bringing them into their working lives with new colleagues and new companies.

I like this story – obviously, because it is little self-flattering. It also helps me make sense of what happened, and the loss – of great culture, great dreams, great experiences and great friendships.

But I also think it is a story worth telling. Because it reminds me that at core organisations really are only people.

Yes, something special can happen when a group of people coalesce together in a special way – a new matrix is formed. I think groups and companies are really important. I also think that we are attracted to groups that share our values anyway – that is why we get together.

Companies – groups of people working together (literally, breaking bread together) – give us strength and collective power. And that is good if linked with generative purpose.

But we can also sustain our values individually, even if we move from one organisation to another. Our identity as individuals continues.

In many ways it is harder – being together is great. But I think being alone also contains strength and power.

And sometimes it seems to me to better than relying on any one organisation – however comforting it may be – for our sense of identity.

I’d be interested to hear what others think.

Is the “great group” the be all and end all of working consciously?

Or is there something to be said (heroism, for example) for being alone with one’s values?


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Preaching, fear and hopelessness – the holy trinity of resistance

If conscious business makes sense, why is it not more universally adopted?

If good or conscious businesses can be empirically shown to be more profitable, as more and more studies appear to show is the case; and if it can be shown that a more human approach to business makes the people who work in them happier, committed and fulfilled; then what is it that stops more people and businesses from embracing and adopting the principles willingly and gleefully?

Well, the first thing is simply knowing that there are other ways of doing things. That bad behaviour doesn’t have to be accepted under the guise of ‘that’s business’. That’s an awareness exercise.

But often what stops people is a simple case of resistance.

Human nature, by instinct, is very often naturally resistant to change, because there is a certain comfort in doing things the way you and other people have always done them, even if you don’t like the process or the outcomes. This can be put simply under the label of habit, and explains why people continue to smoke when they know and feel it does nothing for them.

And beyond that I also wonder if there other forces at play that might turn people off.

The first is hopelessness. If the size of the task or the change seems overwhelming, such as changing the nature of business, then starting the change alone can seem just a bit futile. (See climate change).

The second is preaching. From toddler to pensioner, no-one likes being told what to think and do, particularly if you’re being made to feel bad about what you have been doing.

That’s why all good engagement should start with a question – why should you, or anyone else, be interested in this? Or a story. That’s why the most famous preachers haven’t been preachers at all in the fear and damnation mould. They have been the more inspirational types, storytellers, the ones who help create a positive vision of the future. “I have a dream…”

And what is most prevalent in any stopping any form of change? An underlying sense of fear.

If I do this, because it’s against perceived wisdom or practice, what will happen? Will the world stop, will my customers and staff leave, will we make any money?

Fear is a very powerful emotion. Indeed it has been used for years as a sales tool to gain action. Sell your client a story based around fear, uncertainty and doubt (FUD) and you will scare them into action. But honestly, who wants to build a life or a career based around something as destructive as fear?

The truth is, the trick to overcoming  this holy trinity of resistance – hopelessness, preaching, and fear – is to challenge them wherever you find them, and share and create new practice and stories that inspire and reassure.


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Book review: Conscious Capitalism: Liberating the Heroic Spirit of Business by John Mackey and Raj Sisodia

Here’s a review I wrote for Amazon. I think I could probably write several reviews of this book – there’s such a lot in it. But here is a snapshot:

This is a great book.

I must declare a bias: I am a real fan of the ideas presented here, and I have met one of the authors.

But trying to put that to one side, I still think it is a great book.

It is very thorough, very complete, and like my colleague Will McInnes’ book Culture Shock: A Handbook For 21st Century Business it is full of practical advice and suggestions on building a different type of business.

It is clearly written, full of good stories and quotes. It also seems to include a good measure of honesty – as when John Mackey describes the problems he had with the SEC.

It is ideological, yes, but I think that is what we need right now. There’s a lot of talk in business about disruption, and how business should respond, but this book sets out the beginnings of an intellectual and emotional framework for business in the 21st century.

Umair Haque’s Betterness: Economics for Humans (Kindle Single) also comes to mind.

After an introduction, which aims to reset the narrative of business, the book is broken into several sections on making practical changes to the way a business works:

– Higher Purpose
– Stakeholder Integration
– Conscious Leadership
– Conscious Culture and Management

The book pulls together a lot of thinking from a range of very diverse sources. That is the whole point I suppose: to bring topics such as economics, sustainability, business management, psychology and systems thinking together. Indeed, the authors aren’t afraid to mix words like love and care in with the kind of terminology (innovation, collaboration, decentralisation) you will read in many modern books on business management.

There are lots of practical examples and stories from Whole Foods Market. That company is obviously better known in the US than the UK, and there is a notable lack of any European examples (John Lewis, the Co-op, Cadburys etc). But as founder and CEO, John Mackey has been through most of the major decisions that need to be made in setting up and growing a large, listed company.

Once or twice I had a bit of a sharp intake of breath.

The term “free-enterprise capitalism” personally reminds me of “free market capitalism”, in the style of Reagan and Thatcher. Something to which I have an instinctive and somewhat negative reaction. But, after a moment, I reminded myself to suspend a little, remember that I am not an economic theorist or expert, and read on.

And their real point is that capitalism generally has given itself a very bad name with the people who should be supporting it – those of us who believe in freedom for individuals and also in sharing, giving etc.

The other slight intake of breath came when Margaret Thatcher is listed amongst a list of leaders with high integrity, including Gandhi and other personal heroes. Again personally, I found this hard to take.

But again the truth is this is probably more about my biases and prejudices than anything else. And a good book, I believe, should challenge one’s thinking, not just confirm one’s prejudices. I resolved to dig out a biography and do some deeper research.

The book ends with sections on starting a conscious business, and transforming to become one.

An appendix covers the business case for Conscious Capitalism – including reference to Raj Sisodia’s work on Firms of Endearment and a comparison with the “Good to Great” companies. This, in my view, is a very strong and compelling financial case.

Another appendix gives a very useful list of similar, related approaches (such as sustainable business, B-corporations etc), and explains why conscious capitalism is different.

In a final section, which contains a call to action, I was pleased to see a reference to Tom Paine, author of Common Sense and the Rights of Man. These, at the time, were seditionary works. They stirred people up.

This book is similar – some will hate it, but the mixture of emotion and intellect is powerful. Which is important, because, as the authors say, there’s no time to waste.

Overall, this is a manifesto for a new type of business. Or, if you simply want to find out what Conscious Capitalism and Conscious Business are all about, this is a great starting point.

It is a big book as well as a great book. It will take you a while to read. But in my view it is really worth the effort.