of work that involves continuous learning and endless innovation. A technologically innovative computer ﬁrm may be energized by the same Sage archetype motivations. Quite unconsciously, the management of these companies tends to be attracted to brand identities consistent with the archetypes that simultaneously are shaping their own behavior and the corporate culture. This is how some leading companies happen onto archetypal identities and manage to retain them over time—especially if they have leadership that trusts their own insides and their intuitive hunches. They like brand identities that are like them. However, if they don’t—and if marketing ﬁrms convince them to follow every fad or public whim—they inevitably will drift from one identity to another, creating no clear lasting impression. Marketing and advertising ﬁrms also have their unconscious biases. Within the ﬁeld, individuals and ﬁrms have quite different reasons for getting out of bed in the morning. We all know people in advertising who have a novel in the drawer or ideas for making videos or ﬁlms. They are in advertising because the ﬁeld offers a well-paid way to express their creativity and artistry. We also may know people who love the competitive aspects of marketing—and are propelled onward by their enjoyment of the contest. Still others like the mental stimulation of marketing strategy. In archetypal terms, these examples reﬂect the archetypes of the Creator, the Hero (as competitor), and the Sage. If people in the ﬁeld are uneducated about archetypes, the approaches they try to sell may simply reﬂect their own unconscious predilections and not be optimal for the client. To determine the brand identity a company will like, it is best to ﬁnd out who the ﬁrm thinks it is—in terms of the archetypes it is living out. The biographies of successful business leaders demonstrate that, generally, they are drawn to a ﬁeld or a product for some reason. Even in a societal context, where money and success are primary, individuals’ deeper values are reﬂected in the details of their ambitions—the dreams that propel them forward. These values and dreams create an identiﬁable organizational culture, which is then reﬂected in its brand identity (e.g., IBM vs. Apple). We can trace the values to the underlying archetypes (in this case, Ruler and Outlaw/ Rebel, respectively), making it possible to factor the archetype of the organization into discussions of brand identity.