Smoke on the Horizon: Our Collective Blind Spots

Last week, while vacationing in Portugal, I found myself on a terrace, sipping a refreshing drink, trying to soak in the serenity. Gradually, a subtle and then distinct smell of fire wafted through the air and into my nostrils.

Concerned, I turned to the friendly waiter, expecting news of a nearby wildfire. But he casually dismissed it, saying it was probably just from the kitchen. As I tried to attribute the small wisp of steam evading the little kitchen chimney to the intensifying smell of bushfire smoke, I couldn't shake off the unease.

Everywhere in Europe and the world, wildfires rage, yet here we were, pretending as if it's business as usual. The horizon was now hazy with smoke from nearby fires, and every breath felt like a reminder of the world's neglect. How have we become so desensitized to the very air we breathe?

The good old Iceberg Model: Unearthing Our Hidden Drivers

The Psychological Iceberg Model serves as a metaphorical representation of human consciousness and behavior. Like an iceberg in the water, much of our thoughts, feelings, and motivations remain hidden beneath the surface. Empowering clients worldwide through transformative online coaching. Accessible guidance for personal and professional growth.

The part above the waterline represents observable behaviors and actions, whereas the part below the waterline represents thoughts, beliefs, values, and deep-seated mindsets.

Why It Matters in Leadership and Sustainability

In leadership education, the model teaches us that to influence behaviors genuinely, one must delve into the underlying thoughts, beliefs, values, and mindsets.

Similarly, for sustainability, while many organizations report tangible actions, the deeper levels often remain unchanged, making efforts less genuine and ultimately less effective, less credible, and less sustainable.

Capitalism in Transition: From only Profit to Profit and Purpose

While capitalism is often perceived in a singular light, its true nature is more complex and layered. At the foundational level of our iceberg, a traditional capitalist might prioritize innovation, growth, and shareholder satisfaction.

Such a mindset could foster beliefs like "Growth is paramount" or "We must stay competitive." Yet, in today's evolving landscape, these convictions might not always align with values such as environmental stewardship or community well-being.

Leaders, despite a genuine commitment to sustainability, might find themselves ensnared by the relentless demand for quarterly results. The path forward demands a profound recalibration of perspective.

True success transcends short-term gains, beckoning a more expansive, enduring vision. It's a recognition that genuine value encompasses employee well-being, environmental health, and community prosperity.

In this expansive paradigm, businesses are not isolated entities but integral components of a vast ecosystem where every decision resonates. Embracing this comprehensive perspective enables businesses to weave together social, environmental, governance, and financial metrics, offering a richer tapestry of their impact.

Such a transformation necessitates a deep dive into an organization's core values and an audacity to question the established norms.

In "Reimagining Capitalism in a World on Fire" by Rebecca Henderson, the author delves into how businesses can drive sustainability while staying profitable. Henderson offers insights into how companies can restructure their goals, keeping both shareholder value and societal impact in mind.

Beyond Consumption: Re-Valuing Deeper Buying Habits

On the consumer side, the deep-seated value might be convenience or individualism. This can manifest in thoughts like "I deserve the best" or "I value choice."

But when faced with the environmental impact of fast fashion or excessive packaging, there's an internal conflict. We want to do right by the planet, but we also crave the latest trends and conveniences.

Consumers need to become more conscious of their choices and the impact they have, and this starts with labeling us “consumers” in the first place, which Jon Alexander so brilliantly challenges in his book "Citizens: Why the Key to Fixing Everything is All of Us".

He explores the role of citizens in enacting genuine change. Alexander emphasizes the power of collective action and how individual choices, when made with a broader perspective, can lead to significant societal shifts.

By understanding the interconnectedness of our actions, consumers/citizens can make choices that are both personally fulfilling and globally responsible.

This means re-evaluating our values-based desires in the context of a larger ecosystem. It's about recognizing that every purchase, every action has a ripple effect, and about making decisions that align with both personal and global well-being.

In "The High Price of Materialism" by Tim Kasser, readers can explore how our culture of consumerism affects individual well-being and societal health. Kasser provides insights into how shifting focus from materialistic values to intrinsic ones like personal growth, community involvement, and close relationships can lead to richer, more fulfilling lives.

By understanding the deeper needs that drive our consumption, we can start to make choices that are in alignment with our true values and the well-being of our planet.

Sustainability: More than Just Above Surface-Level Actions

In the realm of organizational sustainability, there's a growing realization that surface-level actions, though commendable, are not enough. True sustainability is not just about planting trees, reducing carbon footprints, or launching green products.

It's about a profound alignment of an organization's core values and beliefs with their actions. If we only address the tip of the iceberg, our efforts may appear commendable but might lack the depth, authenticity, and longevity required for genuine change.

When an organization claims to be sustainable, it's essential to ask: Is this commitment skin-deep, or does it permeate the very fabric of the organization? Are sustainable practices integrated into every department, every decision, and every strategy? Or are they isolated initiatives that look good in annual reports but don't significantly impact the company's overall operation?

Beneath the surface of every organization lie deeply ingrained beliefs, values, and mindsets that drive decisions. If sustainability initiatives don't align with these core beliefs, they risk being short-lived, inconsistent, or even counterproductive.

Out of the Shadow: Transforming Business from Deep Down the Iceberg

Addressing the invisible mindset means confronting often overlooked mental models. By bringing these unconscious beliefs to light, we can begin genuine transformation, leading to profound, sustainable actions.

As I sat on that terrace, the haze on the horizon was a stark reminder of our collective blind spots. But by delving deep, by addressing the hidden parts of our iceberg, we can hope to bring about genuine, sustainable change. The question remains: Are we ready to face what lies beneath?

P.S. Please reach out with your questions, ideas, or critiques, as your input is invaluable to shaping the future editions of this newsletter. Also, don't forget to visit my website (link in my profile above) for additional resources, and if you find value in what you read, please help me expand our community by sharing this newsletter with others who might be interested. Together, let's ignite the spark of transformation from within and create a ripple effect of positive change.