THE FUTURISTS BLOG
The dictionary explains vitality as the power that gives continuance to life. It is often associated with energy, being strong and active, and the capacity to live, grow, and develop. We can easily recognize a vital person; their skin radiates, the aliveness of their spirit can be felt, and they infectiously energize those with whom they come into contact.
Company vitality is more complex and intangible to grasp at first sight. However, in the inner layers of company reality, it is connected to new ideas, increased productivity, creativity, higher intelligence, and high systematic performance—all commonly known factors that stimulate and sustain business growth and development.
From a metaphysical and non-linear perspective on business growth, vital companies have high attractor fields. They easily attract and create new opportunities and outcomes, sustaining business growth and development through more effortless being. But how do they do it?
Today, we will delve into the inner workings of companies with high vitality. What differentiates them from companies with low vitality? And which factors contribute to high vs. low company vitality? We will introduce you to the Company Vitality Model, which will allow us to explore this in depth. This will include discussing the ideal scenarios that lead to high company vitality, examining scenarios of inner company realities that could lead to low company vitality, and covering their solutions.
Vitality is closely linked to energy, stemming from a universal conscious source, also known as the life force. Companies with high vitality have high streams of life force energy running through them. This life force is regenerative and offers a consistent and inexhaustible energy source for creation.
Life force energy enters the company’s auric field from the ground up and, if possible, flows through the company via those who are acting out the company’s mission. The employee-company connection, which connects the individual’s purpose to the company’s mission, is critical here. Suppose this connection exists between an employee and a company. In that case, universal life force energy can move through the employee into the company’s inner layers and upward into the company’s outer existence.
There are many reasons, regardless of good intentions, that cause a specific employee-company connection to not or no longer exist, resulting in serious problems in sustaining a vibrant and successful business. We will discuss this in further detail below. First, let’s look at the Company Vitality Model.
The Company Vitality Model consists of a Company’s Blueprint, a Conical Figure, and Outer Activity. As you can see, a company’s mission is at the center of its blueprint, which connects the conical figure to the overall natural design of the company.
Before we discuss each aspect in more detail, the figure below shows how the conical figure is interlinked with the employees’ connection to the company.
As mentioned before, in the ideal scenario, individuals are connected to the company at the intersection of their purpose and the company’s mission. The result is teams and divisions built on the right foundation, where the outer activity is a dance of individuals’ gifts and passions intermingling and co-creating to give expression to the company’s blueprint.
The following section provides a detailed discussion of the Company Vitality Model*. We will discuss the outer activity, the representation of the conical lines and center point, the company blueprint, and how they relate to vitality. We will also discuss ideal and less-than-ideal scenarios to offer additional insights and provide solutions to stimulate company growth.
In the ideal scenario, the outer activity is directly connected to the center of the blueprint, perfectly expressing the company blueprint outwardly. In this scenario, the outer activity is dynamic, harmonious, organized, and vibrant, allowing individuals to express their gifts, talents, and purpose through the company’s activities.
In other, less-than-ideal scenarios, the outer activity is busy but chaotic, without any foundational connection to the company’s blueprint. The activity is disharmonious, not naturally intelligently organized, and mainly intellectually stimulated, but not due to a higher impulse or an intrinsic attunement to the company’s nature.
The conical lines connect the outer activity to the company blueprint, serving as pipelines through which activity can be expressed. The energy is built up in the conical lines, moving from the roots of the individual or company upward. In the ideal scenario, the conical lines converge at the conical point, which then connects to the center of the company’s blueprint: the company’s mission.
A company’s mission is the vital hub; it is the company’s heart (beat) and the energy generator that can sustain the entire operation. When a company or individual is connected to their heart, it provides the fuel to overcome challenges, the strength to overcome fears, and the energy to power through difficult phases.
Sometimes, you see a conical point not centered in the company’s blueprint but skewed towards a specific part of the blueprint, resulting in imbalances that must be addressed. Just as a human heart sustains and nourishes all bodily systems and functions, the company’s heart sustains and nourishes each of its living parts. If the focus is too much on one part of the body, to continue with the analogy, the overall systematic functioning will become imbalanced.
The company lacks roots and a solid foundation if the conical point does not connect to the blueprint. No “soil” can be absorbed, no natural energy can inexhaustibly move through the conical lines upward. Without access to this natural source, employee exhaustion lurks beneath outward activity.
When a company’s overall vitality model indicates that no conical point connects to the company blueprint, this will impact its external activities. Different problems can arise, each directly or indirectly related to various aspects of the company blueprint that cannot be expressed. Employees serve as channels for expressing the company’s blueprint; if no connection is established, they can’t fulfill this purpose.
When employees are connected to the company’s essence, they are naturally energized and inclined to move from within. Individuals who operate within the company from disconnection to the company essence will likely generate outer activity from sheer (external) motivation. They will not have access to a natural, sustainable (and intelligent) energy source to move from, which will easily result in fatigue, exhaustion, and possibly burnout over time.
The individual’s connection cone will look different for each individual, team, or division. It is not static, but a moving image that can shift quickly when changes are made. The reality of each individual’s connection cone forms the mean of the overall company’s vitality model, with the influence of the founder and management playing a considerable role. This is not a static image, but a real-time snapshot that offers valuable insights for driving company growth.
There can be many reasons for an individual to be disconnected from the company’s essence, including fear, doubt, insecurity, and disconnection from the Self. Understandably, to connect with anything in life, we must first be connected to ourselves. Individuals will be at different stages in their evolution with this, some of whom have yet to connect with their natural selves, and others may have temporarily lost sight of this connection.
Additionally, an individual, leader, or founder can know or sense their company’s essence consciously and intellectually, but that does not mean their being is (always) internally connected. Internal blockages, daily busyness, and other influences like industry-related beliefs or impactful company events can cause internal (temporary) disconnect, even though this can appear very subtle. This requires thoughtful nurture, care, and attention.
In other scenarios, a company or organization may have existed for so long, with changing board members, that its original blueprint has become obscured from view. New employees are not connected to the company’s center from the start, with different consequences as mentioned above.
This does not mean the company will cease to exist; it can still exist for ages and succeed. However, in the context of company vitality and creating true success from a powerful and natural state of being, sustainable company success and growth stem from employees who are enlivened and energized by their purpose and can experience and express their true selves within the company on a daily basis.
The company blueprint is the guide for the company’s original design. It includes information about the company’s mission, who it aims to serve, and how it intends to serve them. But it also contains original templates for organic company structures at different times of its evolution, including the organizational structure, operational structure, and how money aims to flow through the company.
A stand-alone article will be dedicated to the company blueprint to provide more in-depth insights. However, in the context of the Company Vitality Model, it is essential to recognize that the company blueprint offers a unique roadmap for growth, built on the proper foundation with strong roots.
From this foundation, the company will energize the individuals carrying out its mission, provided they are connected to it. Therefore, the company blueprint also represents the foundational soil that provides continuous nourishment flowing through the company and everyone connected to it.
Plenty of interventions can be introduced to enhance company vitality based on the Company Vitality Model, and we would like to suggest a few.
First, we will provide suggestions on the founder and management layer.
In the scenario of a company blueprint gone obscure, for example, in the case of larger corporations with changing board members, the priority is to organize a board meeting to re-establish clarity on the corporation’s true essence. The risk involves the individual, or rational mind, taking over vs. actual attunement to the company’s soul. External parties may need to be involved to help see the bigger picture and to provide attuned guidance. The next step is to examine and establish proper connections between the management and the company, before in-company programs can be facilitated to help establish employee-company connections.
Self-inquiry is valuable in scenarios where a disconnect exists between the founder and the company. As a founder or leader, you may ask yourself: When was the last time I felt genuinely internally connected to my company? And what happened or has occurred between then and now? Depending on the answer, address the necessary steps.
As a founder or leader, in the scenario of exhaustion, fatigue, or difficulty or friction with continuous company growth, even if you feel genuinely internally connected to your company, return to your heart center to meet the heart of your company there. Sit in silence, meditate while focusing on your heart, and let yourself be naturally guided to where imbalances have occurred. Reflect on why this happened and what factors enabled it to occur. Take your learning, receive guidance and information, and make changes accordingly.
Then, this is our suggestion for employees:
If you are an employee experiencing work-related exhaustion, fatigue, and a lack of fulfillment, take the time to reflect on the aspects of your conical figure as displayed in the Company Vitality Model. Can your heart connect to the company’s mission that you work for? Can you express (all) of your gifts and talents within your role? Does your work feel purposeful to your soul? View your answers and use this input to direct changes. The purpose-related question can often feel daunting when we are unsure of our purpose. The beauty is that our purpose is usually organically revealed when we follow the passions that resonate with our hearts. We don’t need to go searching for it if we can’t “feel” a passion. It will find us.
In closing, it may be self-explanatory that other factors also play a role in individual (and eventually company) vitality, including nutrition, personal circumstances, sleep, rest and taking enough breaks. However, the Company Vitality Model indicates that certain fundamental (inner company) structures require attention and acknowledgment to establish the proper balances, positioning, and organization for increased company vitality.
*Individuals with clairvoyant abilities can see into a company’s vitality model. They can use the model as a receptacle for receiving even more detailed and nuanced information than is elaborated in this post. For example, by examining an individual’s conical figure in relation to the company, a significant amount of information can be retrieved to assist otherss on their path forward.
