My OperaFear-driven companies:
Sunday, December 26, 2010 4:40:45 AM
I wouldn't be interested in helping McDonald's kill billions more animals and pump more methane into the atmosphere if that's what you mean.
I think many CEOs feel trapped. They don't wield as much power as you might think because they must answer to the company's BoD and investors. And the investment climate is often "Make us money. We don't care how you do it. Just make us richer." This ends up creating a nasty consciousness-lowering atmosphere downstream, where the employees are treated as cogs more than as human beings.
Many of these companies have missions statements, but those statements are B.S. They're just for show. Same goes for many corporate charitable donation programs. It's for PR purposes, not from a real alignment with love.
But it is possible to shift a fear-driven company to a love-driven company where everyone is happy and the investors make a bundle. It won't be easy, but if you can shift the mindset of enough people at the company (a critical mass), the business will change.
When a company is fear-driven, virtually no one feels good. The CEO is panicked. The employees are beaten down into submissive slaves. The investors are anxious about what might blow up (are we sitting on another Enron or Worldcomm?). And the customers are always talking about how clueless the company is at customer service.
Unless I could see that the student has extraordinary potential, I'd bet on the CEO. The CEO has more leverage. One good idea implemented by the management of a large corporation can benefit thousands of employees, millions of customers, multiple governments, the environment, etc.
Bill Gates has been quoted as saying that he has as much power as the President of the USA does. He's probably right.
As for your other comments about consulting being a step back, you're missing the big picture. Consulting is only one piece of the business model shift I'm implementing. Other elements will come online over the next couple years.
Are you helping everyone right now? What kind of impact are you having on everyone?
You're ignoring billions of people you could be helping. Does that make you a selfish, self-centered person? Or does it just mean you're being selective with the time you have?
You can't help everyone, can you? So what's the best way of deciding when to help and when not to? Wouldn't it be best to help where you have the most leverage instead of where you have the least?
My goal is optimization, not innovation.
This site is about living consciously, which includes personal optimization.
Optimizing is sometimes innovative, sometimes not.
This article was written by Steve Pavlina as a forum post. I'm just sharing his wisdom while putting up my links below to get link juice. You can find him on StevePavlina.com
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I think many CEOs feel trapped. They don't wield as much power as you might think because they must answer to the company's BoD and investors. And the investment climate is often "Make us money. We don't care how you do it. Just make us richer." This ends up creating a nasty consciousness-lowering atmosphere downstream, where the employees are treated as cogs more than as human beings.
Many of these companies have missions statements, but those statements are B.S. They're just for show. Same goes for many corporate charitable donation programs. It's for PR purposes, not from a real alignment with love.
But it is possible to shift a fear-driven company to a love-driven company where everyone is happy and the investors make a bundle. It won't be easy, but if you can shift the mindset of enough people at the company (a critical mass), the business will change.
When a company is fear-driven, virtually no one feels good. The CEO is panicked. The employees are beaten down into submissive slaves. The investors are anxious about what might blow up (are we sitting on another Enron or Worldcomm?). And the customers are always talking about how clueless the company is at customer service.
Unless I could see that the student has extraordinary potential, I'd bet on the CEO. The CEO has more leverage. One good idea implemented by the management of a large corporation can benefit thousands of employees, millions of customers, multiple governments, the environment, etc.
Bill Gates has been quoted as saying that he has as much power as the President of the USA does. He's probably right.
As for your other comments about consulting being a step back, you're missing the big picture. Consulting is only one piece of the business model shift I'm implementing. Other elements will come online over the next couple years.
Are you helping everyone right now? What kind of impact are you having on everyone?
You're ignoring billions of people you could be helping. Does that make you a selfish, self-centered person? Or does it just mean you're being selective with the time you have?
You can't help everyone, can you? So what's the best way of deciding when to help and when not to? Wouldn't it be best to help where you have the most leverage instead of where you have the least?
My goal is optimization, not innovation.
This site is about living consciously, which includes personal optimization.
Optimizing is sometimes innovative, sometimes not.
This article was written by Steve Pavlina as a forum post. I'm just sharing his wisdom while putting up my links below to get link juice. You can find him on StevePavlina.com
Tapping Barcelona
Hipnosis Barcelona
Buy Diamonds Online
HostGator
Blood Oranges
Reiki Barcelona
Meditacion Barcelona
Yoga Barcelona
Shiatsu Barcelona
Hipnosis Barcelona
Coaching Barcelona
Tai Chi Barcelona
Tantra Barcelona
