By Cassandra Evans
Brought to you by The JupiterMidasEffect2.com
The Jupiter Midas Effect (JME) is a never-before-seen astrological model that accurately tracks and makes sense of the extreme changes now in progress in profit making and business, all the way down to game-changing emergent trends and their drivers.
In effect till June 2012 "and deeply impacting on the following 7 years "The JME sketches out a radical alteration in the way business is done and success achieved.
Sadly , entrepreneurs unable to recognise, adapt to and partner with these changes can't help but lose ground while those daring enough to shift with the changes will position themselves for unprecedented opportunity.
In this interview excerpt, Foghound.com's Lois Kelly and Jupiter Midas Effect 2's host, Lissa Boles, explore how shared purpose, perspective and agility informed by both is mission-critical for organisations to benefi from "and even leverage - the now chaotic conditions.
Lissa Boles: You're employed as an independent advisor and a facilitator to leaders, high-level company and organizational movers and shakers in some of the biggest associations in the world, and I know you've got an insider view. You're kind of like the fly on the wall so many of us would love to be. What's going on in there that you know lots of folk out here have no idea?
Lois Kelly: Stuff's changing so fast. I mean I suspect what's going on is folks are like, "Whoa!" Like before, it was like you do the cleaning, you use what you learned in business college, you plan it, you implement, and I believe folks are really frightened at how snappy things are changing and what worked before does not work anymore. So I think what you're seeing is a lot of folk are freezing up and lots of people are saying it's time to shake it up.
Lissa Boles: So shake it up. So things are shaking up anyway because things are moving fast, but then there are some people who are "Let's shake it up. It's going to happen anyhow. Let's shake it up intentionally."
Lois Kelly: Yup, and I suspect there used to be lots of folk in gigantic companies who â" I mean there still are, but I believe it's declining â" who was like "Don't rock the ship. Just maintain the default situation. Just stay under the radar and you will not get let go and you'll just keep moving up the ladder." And now they're finding you might get laid off anyway.
I had one client recently and it was the day that Egypt was coming apart, and I just turned to him and I revealed, "Be Egypt. Go to the CEO and be Egypt." I presumed he was going to have a heart attack. His face got all red and his blood pressure, and he claimed, "I'm 50 years in age. You are correct. What do I have to lose?" and I said, "What have you got to gain?" It was just like this alteration and he just glowed.
I saw him the day after and he was just floating as he had something to say; he had great thoughts; and if he wasn't going to communicate up, then who? So there's a load more of that going on.
Lissa Boles: How long has that been going on, Lois? I mean you and I've been speaking on and off for years now, but with this degree of power, how long has that been going on?
Lois Kelly: I think the most recent economic crisis finally made folk think it is rarely going to be the same. We can't just wait till things sort of like spring back how they were. It's never going to be the same.
So I'm not sure, 1 or 2 years, and I think at first folks thought , "Well, maybe it'll go back to being the same," and so we just ride it out. And now folk are looking at it and they're like, "It's time to form new," and it's truly hard for a few of the people and other people are just burgeoning.
Lissa Boles: Right. Let's rap about the blossomers and let's talk about the people for whom it's hard. Just for folks out there listening, whether or not it's live or to the replay, one of the main reasons why I could not wait to introduce you to Lois is usually because she walks the halls of some of the largest companies in the world and has the ear and the indulgence of working with some really extraordinary folks, folk who regardless of what we, many folks, think, are truly efforting to create change.
Lois Kelly: And who truly care about the people in their organisation.
Lissa Boles: Say that again. Please say that again.
Lois Kelly: They really care about. The people in their organizations. It keeps them up at night. I abhor the word "institution." I abhor the word "corporation." They sound like these cold incognito things and they are a collection of folks who're making an attempt to make a difference, turn a profit, and most of them need to book a profit so that folks keep their roles and the communities that their firms are in flourish when they thrive.
Lissa Boles: Right. So these are people of heart and conscience just like us who are faced with amazing circumstances, in a few cases concerns far bigger than our own. They've got 10,000 or 100,000 or half a million staff around the planet. The decisions you make affect instantly a huge community. Fair?
Lois Kelly: Yes, yes, most definitely.
Lissa Boles: Right. So let's chat about the people there that are blossoming. What's different about them? What is happening for them that's allowing burgeoning or fostering blooming within? So much power and quick change and things are not the same and never are going to be that way again.
Lois Kelly: I suspect there are such a lot of folks that are idea folk and they see better ways , and now it is like the guidelines are kind of crumbling so it is an dazzling opportunity to step up and say, "What if? Imagine if." So this is their time because their concepts are required so much.
Now, the folks that are truly burgeoning, the other thing that I've noticed, and it's kind of been a lesson I only wish somebody had taught me years ago, they are so positive. They are actually positive people. So they're not criticising other folks but they are positive. They use words like "What if? Imagine if. Would it be cool if we could?" I believe their positive spirit is kind of communicable and it isn't threatening.
I believe that you have a complete other group of people who've got good ideas but they are so negative. Folk are just sort of like, "I can't deal with it. I don't really wish to hear it."
Lissa Boles: So if I heard you correctly, it's the 2 things combined. It's the freeing themselves from mental rules so they play with ideas and they explore with passion and wonder. Fair?
Lois Kelly: Yes.
Lissa Boles: And on the other side, their approach is a positive one, and I imagine it is not Pollyanna positive.
Lois Kelly: Oh, no, no.
Lissa Boles: It's a technique of exploring that looks for higher ground. Would that be a fair way of putting it?
Lois Kelly: Yes, yes.
Lissa Boles: O.K. And how are they being met? Because these are, I imagine and correct me if I'm wrong, these people are change agents. They are the ones leaning in and shaking things up, right? How are they being received within corporate walls? What's happening for them?
Lois Kelly: I think it truly relies on the company and their structure and how they present things. So that the really effective ones have these engaging ideas and then what they do is they're going and they back it up with some sort of data or they talk to some shoppers and they kind of socialise the concepts and build that support so they do not appear like just kind of a lone ranger with this crazy idea; and they present it, although they're really keen and genuine about it, but they present it extremely rationally.
So that is how they're making traction. It is like an extra step, and often they do not really must do some of the analysis. A number of these thinkers, they know their customers so well; they know the industry so well; they got it; but still, they need to build that support and information, and that helps.
Lissa Boles: So if I understand you properly, they instigate support by building a case and then floating the argument for the idea, for what they see.
Lois Kelly: Right, and for how it supports the goal that everyone agrees on or how it supports strongly held values, what the organisation values, or sometimes it's both. But the ideas connect to the intention of the organisation.
Lissa Boles: Ah, I adore that word.
Lois Kelly: But it is actually about purpose, right?
Lissa Boles: It is.
Lois Kelly: And I think sometimes I've seen people in companies and they are creative and they're smart and they're wild and they have brilliant ideas, but it is either the ideas don't actually connect to what everybody else is making an attempt to do right then, and that's particularly crucial. So purpose and values.
Lissa Boles: And a different kind of alignment. We have been talking about alignment a lot and what you're talking about is alignment within a community. Is that fair?
Lois Kelly: Yes, yes, and that's what a company is. It's a community of people in a shared. Purpose.
Lissa Boles: Right. So a change agent's responsibility and the way that you are watching those blossomers move is they see something they get terribly excited about. They see worth in it. I'm imagining they check to make sure the value they see aligns with the worth and the purpose of the organisation. Fair?
Lois Kelly: Right.
Lissa Boles: And then they are going recognizing that they are going to probably need to move minds as well as hearts. They make certain it's aligned but then they build a case that helps demonstrate to minds and to hearts that there's something of worth for others to see, and then they shop the concept. They help spread and elicit support.