Archetypes in Leadership
short essays
Episode 1
Why leaders need to understand the Age of Aquarius
You’ve heard the phrase: “This is the dawning of the Age of Aquarius.” But why is this line, from a song in the 1960’s, relevant to a leader now?
As an archetypal astrologer and coach, I study patterns and structures that underlie our collective and individual behavior. For decades I have noticed a collective shift in how humans are re-organizing themselves. This has profound consequences for leadership. We are shifting from a pyramid model to a three-dimensional network. But let me explain how I help leaders.
Humanity is moving into a new age, the Age of Aquarius after about 2000 years of Pisces.[1] We can think of the Ages as a universal landscape, shared by all humanity on an archetypal level. As we slowly journey out of the Age of Pisces, the landscape around all of us changes.
We can liken the divide between the Ages to a river that separates the old from the new, the traditional from the futuristic. As with all change, there is great resistance to this transition. A mixture of anger, disbelief and grief is at the root of many people’s refusal to cross this divide. Yet, the march of time is relentless and each one of us has to decide when and how we join those who have already crossed. We can recognize these renegades by how they have deconstructed traditional ideas, embraced eccentric technologies, and see others as human beings first and before all other sub-classifications. In archetypal astrology, embracing your Renegade is called stepping into your inner Uranus, your disruptor.
From a leadership perspective – and reflecting on the Age of Pisces overall – the single most pervasive metaphor of the past is that of a pyramid. The pyramid represents hierarchy, top-down power and control. For thousands of years, humans have been accustomed to countless pyramidal systems with a single powerful leader at the top. Whether a CEO, a religious leader, a royal, or even a traditional “head of household,” this is a command-and-control model that is inextricably interwoven with our thinking about how to run things and organize people.
However, in the Age of Aquarius the pyramid model for organizing ourselves is increasingly archaic.
Rather, humans are now re-organizing in three-dimensional matrices, networks made up of countless nodes. Each one of us is a node in this model. We express our uniqueness as we share our commonness. This is the Aquarian landscape that celebrates diversity as we also recognize that we are crowded together on a small planet. Intuition, eccentricity, and disruptive technologies belong to Aquarius. Expect the unexpected.
What does this mean for leaders? If you have been wondering about the state of leadership in today’s world, imagine the challenge of leading a matrix when your mindset is pyramidal.
Leaders become more effective once they understand the foundational shifts of the Ages and the transformational consequences this has for their leadership. I help leaders develop skills to lead effectively in the Age of Aquarius by engaging with their inner multiplicity in novel ways. What would it look like if you led from your inner Renegade?
To discuss leadership coaching with Dr. Hillman, visit www.laurencehillman.com or call +1-314-997-7744
[1] As the earth rotates on its axis it also wobbles like an extremely slow gyroscope. This wobble causes the north pole to continuously point at a different place in the sky, as though drawing a large circle that takes 26,000 years to complete. This wobble also means that the Sun’s position on the ecliptic on the first day of spring moves through the signs of the zodiac backwards, one sign every 2000 years in what is known as the Great Year. See also https://youtu.be/qlVgEoZDjok
Episode 2
Why do we need Right-Brain Leadership?
Effective leadership requires more than rational, analytical decision-making. Ready access to so-called extrarational, intuitive knowledge is necessary, particularly when executives face complex organizational challenges. In everyday conversations we call our access to these qualities in us “right brain,” capacities that include imagination, empathy and intuition.
Why are such capacities important for a modern leader? Because we live in a complex world where rational, data-driven and analytical thinking are not enough.
To handle complexity, we need to activate our right-brain capacities. Melanie Mitchell defines three components of complexity. First, a situation is emergent which means that it is self-organizing and unpredictable. Second, new streams of information need to be continuously negotiated. Third, actors must constantly adapt their behavior to the novel situation.[i] Such a description also fits a modern organization.
Leaders in a complex environment can no longer rely on “left-brain” clarity and rational decision-making. Rather, responding to complexity demands a well-developed “right-brain” capability. Daniel Pink observes that “the keys to the kingdom are changing.” The future, he writes, “belongs to a very different kind of person with a very different kind of mind—creators and empathizers, pattern recognizers and meaning makers." [ii]
So how does a leader in modern times develop her/his right-brain capabilities? By learning the language of Archetypes. Archetypes at Work™ is a cutting edge method that teaches this language for modern leaders and personal development alike. It is universal and uniting in a world with too much separation. Go to here for more information.
[i]. Melanie Mitchell, Complexity: A Guided Tour (New York, NY: Oxford University Press, 2009).
[ii]. Daniel H. Pink, A Whole New Mind: Why Right-Brainers Will Rule The Future (New York: Penguin Group, 2006), 3.
Episode 3
Embracing Archetypes Beyond Pop Culture's Superficial Gaze
In an age of people finding themselves, a popular path nowadays is towards the question “what is my archetype?” Yet, in most cases where archetypes appear in popular culture their key gift to making sense of the world is missed. The problem of archetypes the way they are usually presented in contemporary culture: rather than using archetypes to describe what we all share as members of the human family, archetypes are used as a way to distinguish ourselves from others.
In a world of quick fixes and easy answers, thinking of ourselves as multiple inside, with many different voices is not easy and takes practice. This blog tell you how you can start.
Archetypes are everywhere these days. Most recently Tony Robbins, the author, coach and speaker with a worldwide following, held an online summit where he discussed four archetypes. Over two million people attended. Meghan Markle has a podcast called Archetypes. If you search archetypes and marketing, you will find a slew of ad agencies and consultants using archetypes to brand products. And, in an age of people finding themselves, a popular path nowadays is towards the question “what is my archetype?” Yet, in most cases where archetypes appear in popular culture their key gift to making sense of the world is missed.
The idea of Archetypes is usually attributed to the Swiss psychiatrist Carl Jung and some have called Jung’s theory of archetypes one of the seminal ideas of the 20th century. Yet Jung himself was hearkening back to the Greek philosopher Plato who used the term Ideas to describe a similar concept. Pythagoras used Forms, Kant “a priori categories of the human psyche” and Schopenhauer “prototypes that are the original forms of all phenomena.” All these thinkers, within their various cultures and in vastly differing centuries, had one thing in common: they believed that there are certain building blocks in the universe, principles that underlie everything. If we follow this idea of universal constants to the understanding of human beings, this same rule applies: there are shared universal principles that are innate to the human experience and that transcend time, culture and language.
This brings us directly to the problem of archetypes the way they are usually presented in contemporary culture: rather than using archetypes to describe what we all share as members of the human family, archetypes are used as a way to distinguish ourselves from others. Archetypes are being used as a typology: “I am this (arche) type.” Typologies are vastly popular. We like to know our Enneagram type, our Meyers-Briggs Type Indicator, our zodiacal Sun Sign and so on. Typologies are used as singular and exclusionary descriptors. If I am a Libra, I am not one of the other 11 Sun Signs. In this way, typologies contribute to othering. They show what is different between us. I have an identity that is separate from yours.
Such simplistic classifications are also filled with clichés. Worse, the simple labels they provide offer little distinction between those that are the same type. Worst, though, typologies often contain stereotypical ideas that are only rarely complimentary (such as, “the French are good lovers”). Typologies can be racist and limiting or give a false sense of grandeur: “I’m a Magician!” Typologies are also used to paint with a broad and unrefined paint brush (“all the rich are greedy” or “all mothers are nurturing.”) Therefore, the way archetypes are commonly used is flawed and certainly not what Jung had in mind when he spoke about inner archetypes and the multitudes we contain.
The way we experience ourselves is far richer than simple (stereo) types. As the poet Rilke wrote, “There are many more faces, for each person has several.” Rilke was right. Go back to the last time you had an inner conversation with yourself, an inner deliberation with different voices. Perhaps it sounded something like, “I really can’t stay in this situation - but I’m afraid of change.” Such an inner dialogue with yourself is not possible if you are a singular type. Do you remember those old cartoons with the devil on one shoulder and the angel on the other as both whisper in the ear of the decision maker caught betwixt? This is not a bad description of how we actually experience our inner lives.
Jung knew this. In his model there are several inner archetypes, parts of us, that are all present at all times. Our inner life does not fit neatly into a box. As Charles Simic wrote, “our psychic life is more like a squabbling theatrical company trying to rehearse a play we don’t even know the name of.” Have you ever felt like this? Welcome to being human.
Which brings us back to Tony Robbins. If you listen to him carefully, he understands the points made here. He speaks of “the part of you that…” To process this as a follower of Robbins requires complexity capability, the ability to think about many interplaying parts at once. Most comments I found after his online gathering instead were along the line of “I found my Archetype.” That is akin to saying “I found a new label to give myself.” This is not growth or self-awareness; it is personal rebranding using a new sticker on my forehead and is far easier than what Robbins is actually teaching. In a world of quick fixes and easy answers, thinking of ourselves as multiple inside, with many different voices is not easy and takes practice. Here’s how you can start.
Make a slight change in your language and give a friend permission to gently remind you when you fall into old typological patterns. For instance, rather than saying “I am a Renegade” say “My inner Renegade is often center stage in my life.” As you say this, keep in your awareness other archetypes on your inner stage, ready to step forward with all sorts of gifts. Need to hold your ground? Step into your inner Warrior. Need to care for an elderly parent, trust your inner Nurturer to take charge. This slight shift in how you speak about yourself shows a huge shift in awareness and is a direct way to speak to your innate inner multiplicity.
So how do we tie inner multiplicity back to Plato? Jung taught us that our inner figures are archetypal in nature. Thus, archetypes are underlying patterns of human nature and experience that are, often invisibly, “running the show.” I have said that archetypes are the human genome of the soul. We share them, they unite us. You will find the same archetypes wherever you go.
So, remember, I am many things! Don’t put me in a box and slap a label on me. Even if that label is an archetype.
Do you want to decode the archetypes in your life? I offer in-depth training that teaches you how to see through any situation, problem or person and understand the archetypes at play. Learn how to apply the language of archetypes to your current helping profession or leadership challenge.