The “heroic” business follows the journey of Joseph Campbell

From every crisis a hero emerges. By closely looking at the ways that myths and legends construct their stories, American professor of literature Joseph Campbell modelled a process of transformation that was new to audiences in the 1950s. The process, based on a series of trials, has become a tool for each organisation, team or individual to use to “create a world to which others want to belong”. At a time when all our systems have been thrown out of balance and new organisational and collaborative working models are emerging, it’s a unique opportunity to step up and embrace the role of leader. Not the leader who imposes and controls, but the leader who inspires and guides, like the heroes who have left their mark on our history.

Campbell’s metaphors of “village”, “journey” and “dry lands” conceal three ecosystems, three different business dynamics all unequal to the current situation.

The “village” business accelerates, launches a plethora of projects, values ego and status, cherishes urgency and organises to avoid any losses without changing anything. A dangerous and improbable interpretation of the Lavoisier principle, as it depends on infinite access to resources to sustain “heroic” performance. Faced with reality, many of these businesses accept that they have to abandon their uncomfortable comfort zones and embark upon their own Hero’s Journey.

The “journeying” business starts from the premise that only the alignment and convergence of strengths and individual actions will create power and resilience for the collective. In moments of doubt, just as in moments of happiness, the journey and the voice of the hero serve to inspire and rally everyone towards a single destination. The result is the courage to innovate, the courage to not be liked, and the courage to change. For the better!

There are 7 steps on this ambitious journey, each with its own role:

Step 1 – The call to adventure, or the definition of the visionary “master project”

Step 2 – The threshold, where pioneering teams are engaged and commit

Step 3 – The guardians, or integrating support networks

Step 4 – Trial by fire, or overcoming fears and constraining beliefs

Step 5 – Integration, or using new-found abilities and skills

Step 6 – The new roadmap, an action plan with staged objectives

DStep 7 – The road back, or showing credible and assured leadership

Equipped with this process by individual or collective experience, leaders and their teams are ready to achieve extraordinary feats – or even just what they need to do.

The business in the “wasteland of dry stones” doesn’t identify with the outlook of the “village” and doesn’t have the resources necessary to begin the “journey”. It is torn between two worlds, trapped by fears and limitations that make any collective master project impossible to achieve.

From every crisis a hero emerges. Everyone can create a world they’d be proud to belong to. The “heroic” business doesn’t exist: it’s a fairy tale, a legend. Yet in spite of everything it continues to draw us in, to turn our prisons into new horizons.

Original article (in French) Agefi 31 March 2020: https://agefi.com/actualites/acteurs/aujourdhui-lentreprise-heroique-voyage-avec-campbell