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Individuals, societies, and organizations frequently have different archetypes that are dominant, but each has at least some access to all archetypes. While a CEO might have a dominant Ruler archetype, he may buy a toy for his son that appeals to his own fun-loving Jester or his desire to nurture a child (Caregiver). He may be motivated to buy a necklace for his wife to express his Lover, or to spend more time developing the technological side of his industry in service of his Sage. Similarly, successful companies are so generally because all the archetypes are expressed somewhere within them. Organizations that thrive have at least one active archetype in each quadrant helping them to find their unique mission (individuality), create the feeling of community (belonging), get the work done (mastery), and create stabilizing structures (stability). Yet, for a brand identity to be compelling, it needs to be simple and easy to recognize. This means that brand identities are forged best by identifying solidly with one—and only one—archetype. The archetype within the brand serves as a beacon for the corresponding motivation in all of us. In practice, with the high rate of product innovation, it generally is prudent to brand the company, not just the product or services. Companies do best when they are explicit about the archetype that is truest to their values, mission, and vision—and allow that archetype to shine, like a beacon in a lighthouse, drawing others to their shores. Until now, in most companies the link between organizational culture, corporate values, and brand identity has been informal and largely unconscious. The system we describe here can provide a means to discover, articulate, and strengthen that connection. Brand identity for an organization is like the persona for an individual. It is the image we present in the world. When an individual’s persona is too different from the reality of the self, he or she becomes neurotic. So, too, with organizations: If their brand identity and their actual corporate culture, policies, and procedures are discordant, they become unhealthy. As a consequence, both employee morale and credibility with customers begin to plummet. As with the individual, an organization does not have to show the world everything and certainly does not have to display its dirty linen. Nevertheless, in a world where people from all over are chatting on-line with your employees, the more congruent you are,

Profile for Lewis Lafontaine

Mack, Margaret - Hero and Outlaw Archetype  

Mack, Margaret - Hero and Outlaw Archetype