Loyalty and the Red Level of Organisational Consciousness

Each level of Organisational Consciousness is characterised by a set of parameters that make that particular level distinct from all others. Observing those parameters through the expression of typical behaviours, attitudes, beliefs and values serves as a reliable predictor for determining what level of Organisational Consciousness your company operates from.

*Our Organisational Consciousness Assessment – the ORCA Matrix™ employs a diverse range of more than 50 aspects of organisational functioning to define the actual operating level of Organisational Consciousness within a business. 

One of the very distinct characteristics of the RED – IMPULSIVE level of Organisational Consciousness is LOYALTY.

Loyalty may be defined as the faithful adherence to a sovereign, government, leader or cause.  Loyalty within the RED – IMPULSIVE level of Organisational Consciousness holds a more specific meaning, typical for this level alone: Unquestioned, unconditional and total devotion to the person at the top of the organisation (i.e. The Boss).

RED loyalty is expected, demanded and rewarded by special treatment and favours when delivered. If however, the necessary loyalty is not demonstrated as required, a rapid fall from grace, exclusion and even punishment are to be expected.

Sound crazy or familiar?

If you have worked in a company operating from the RED – IMPULSIVE level of Organisational Consciousness, the following scenarios may ring a bell:

Act 1: The DEAL

You are invited into the Closed Inner Circle that surrounds “The Boss”. You are chosen, not selected. There is no need to be qualified, experienced or skilled for the role you are given. You are chosen based purely on some pre-existing ties, such as family bonds, childhood friendships or some other previous personal relationship. In all cases, your invitation is based on the perceived understanding that you will be forever grateful for this privilege. You become a member of the inner circle that only the chosen ones can access.

The Deal is made. You just signed your way into a psychological contract with a plethora of unwritten and unspoken obligations. Your total and unconditional loyalty is now expected and …you will pay back.


In The Boss’ eyes, someone has confronted him. An uncomfortable question, a differing opinion or criticism of one of his signature policies. Each of these are perceived as open challenges and personal attacks and that is something The Boss cannot cope with and will not tolerate.

It is you who now is expected to deal with the threat and protect The Boss. It is your obligation, based on The Deal you made. You are expected to use any means possible to defend The Boss and ensure the threat is quickly eliminated. You can lie, deny, create an alternative reality, do anything necessary to fulfil The Deal and meet the requirements of total loyalty. You are expected to defeat the enemy. Failure is not an option.

If you succeed, you will be offered continued protection and the special treatment that was promised at your Boss’ side. But, the reality of your actions is that they just deepened your dependence on him and widened disconnection from your own self.

If you don’t succeed and your actions become exposed and questioned, it will be you who takes the blame…and the fall. The Boss will quickly wash his hands of your involvement and distance himself from any further association with you. It was you who failed, not him.

In both cases, it is you who pays the price.


In The Boss’ eyes you have challenged him. You either expressed disagreement, had a different opinion, pointed out something you didn’t like or simply didn’t demonstrate your loyalty convincingly enough. Or maybe you just decided to leave. To The Boss, it means you broke The Deal and for that there are immediate and predictable consequences – you need to be punished.

In every case, such indiscretions always mean that at the very least you will be expelled from the chosen circle. You have betrayed The Boss and no longer belong there; You will probably be fired or bullied away. In The Boss’ eyes, all your previous “good work” is forgotten and you deserve every degrading criticism that inevitably follows. 

It is highly likely that the ‘executor’ of your punishment will not be The Boss himself; it will be another Chosen One, an aspiring devotee who is, consciously or not, ready to play his role according to Act 2.

* * * * *

Loyalty from within the RED – IMPULSIVE level of Organisational Consciousness is a Deal in which you trade of your freedom to think, speak and act for an illusionary sense of safety and privileged status.

The Red – IMPULSIVE level is the lowest level of Organisational Consciousness currently present within the prevailing 21st century corporate landscape. Organisations operating for this level are highly authoritarian, hierarchical and in general would be considered archaic and out-dated in their leadership structures and practices. Despite this, it’s surprising how common the RED – IMPULSIVE operating paradigm remains in parts of our society. There are still many self-styled autocrats in leadership positions, clinging to control through the use of force and misuse of power.

So, if you personally don’t resonate with the RED – IMPULSIVE level of Organisational Consciousness, pay attention and be conscious of what kind of a deal you’re signing up for!

P.S. Any observed similarities between the above and current political environments are not accidental.

Birth of The ORCA Matrix

I believe that every challenge in life has some specific meaning; something the situation holds for us as a gift that we receive when we are ready to become aware of life’s teaching.

The gift that I received recently was the birth of the ORCA Matrix™

Let me explain…

I had been holding on to a dream to start my own business for quite a while; a change and transformation consulting company. I mean, for years; procrastinating successfully.

During the time I was working for my last employer, my dream became increasingly real and alive to me; more tangible and calling me louder. They were a company that urgently needed to change and had hired me to very specifically support them in navigating it. After a couple of initially promising years, it started to become increasingly obvious that the change I saw as necessary and the extent of the transformation needed by the business was actually far beyond the comfort zone of the management “power group”. It was clear that any intentions (on my behalf) to stay there and continue working towards the formally agreed strategic goals would be a waste of time and energy. Not only were many of agreed change initiatives stopped (formally communicated as “put on hold”), but also tell-tale signs of the business reverting back to their old, familiar and “well known” practices started to show up with growing frequency.

In hindsight, signs of senior management’s lack of commitment to what was once universally agreed and celebrated as our courageously ambitious change plan were present most of the time. But, maybe blinded by my initial enthusiasm, I just didn’t see them. Or, I was ignoring, justifying or excusing them until I received a couple of very clear wake up calls.

There were three very significant moments; situations that showed me beyond any doubt what the organisation’s true ‘commitment’ to the agreed change was. The stories and details behind those happenings are not important anymore. What IS important is that as they unfolded, each of these three situations separately made me decide to leave my employment. Each of them. After the first one, I decided to leave and follow my dream, to start my own business and yet… I stayed. Again after the second, I decided to leave, but stayed…and the third, the same. Three times!

When enough was enough and I finally did resign, I kept asking myself: “Why didn’t I leave when I got the first message…or even the second; why did I wait so long?” I was angry with myself for not having the courage to go when I clearly knew it was the right time but…if it’s true that everything ultimately happens when the time is truly right (and I DO believe that), then I left exactly when I was supposed to. Unknown to me, there was still something for me to learn at my place of employment.

And then I got it.

The last couple of months before my eventual departure provided me with experiences and unfolded new knowing that became the final, critical pieces to the puzzle that has now formed itself into our unique business product – the ORCA Matrix™ – Organisational Resonance & Consciousness Assessment.

I spent my last months of employment reading leading-edge studies about organisational evolution and consciousness; processing deeply my recent experiences and evaluating my long, diverse international corporate career with all the contrasting situations I have encountered. Somehow all this dynamic, highly-charged melting pot of knowledge, information, inspiration and experience swirled together and resulted in a crystal-clear unfolding of the complex methodology that shortly after…became the ORCA Matrix™.

During my professional career I have designed and developed numerous management tools and always enjoyed the creative flow of doing so. But this experience was really unique. This time I felt the ORCA Matrix™ unfolded of its own accord; not only letting me know about itself through emerging ideas, insights and new understandings but also through the energy that it’s process held and communicated. However weird it may sound, I am sure about one thing; the ORCA Matrix™ wanted to be here…and so it is.

NOW is the right time…