The Hero and the Outlaw
The Hero and the Outlaw

The Hero and the Outlaw

Big, enduring brands become icons—not just of corporations, but of whole cultures. Coca-Cola not only has the most recognized logo in the world, but the logo also has become a symbol of the Western way of life. (Location 136)

Madonna changes her lifestyles and hairstyles, but she is always the outrageous Rebel. (Location 142)

Although each of these played a part in getting people’s attention, it was the deeper archetypal meaning that kept them tuning back in, day after day. (Location 148)

Even though Diana’s life story has many chapters, styles, and reifications, it always dances around the archetypal theme of the princess lover. (Location 157)

News stories that really grip public attention always have an archetypal quality, Richard observes. “When the next big story breaks, we’ll all be caught again,” (Location 170)

It matters little that in ancient times, the beautiful youth was sacrificed in a religious ritual, not by tragic accident or assassination; some chord in the human psyche still is moved by this story of martyrdom. (Location 175)

The Star Wars series—as well as spin-off action figures and other products—holds endless appeal. (Location 191)

The popularity of each episode is derived in large part from the way Lucas consciously crafts the entire series to convey archetypal characters and mythic plots. (Location 193)

The judicious use of such symbolism can fuel a leading brand. (Location 207)

To comprehend the power of this phenomenon, we must understand the nature of symbols. (Location 211)

Understanding and leveraging archetypal meaning, once an interesting “bonus” to effective marketing, is now a prerequisite. (Location 216)

No matter how effective the company’s manufacturing and distribution systems, or how state of the art its dry-cleaning processes, its competitors could imitate or duplicate them. (Location 221)

However, in increasingly crowded and highly competitive categories, the cases in which brand differentiation could be based on discernible product differences became rare or nonexistent. (Location 230)

The truth was that these brands had become phenomenally valuable not only because of their innovative features or benefits, but also because these properties had been translated into powerful meanings. (Location 237)

Meaning management is relevant not only to the for-profit world: In a somewhat more subtle way, nonprofit organizations and political candidates face the same dilemma as the one we have just described. (Location 249)

Brands that have achieved this status, accidentally or as a result of fabulously gifted instinct, have captured and held the imagination of the public. (Location 271)

When business as usual takes over, there is no compass to guide the inevitable choices or decision points that determine a brand’s fate: (Location 275)

The system we have developed, and that we share with you in this book, offers a structure for describing the archetypes that already have provided powerful identities for numerous winning brands. (Location 296)

Rather, you can follow a theoretically sound, proven method for establishing a brand identity for your product, your service, your company—or even yourself. (Location 298)

Archetypes provide the missing link between customer motivation and product sales. Virtually all marketers know that they need to understand human motivations. (Location 303)

One psychological explanation for such responses is that either we are unconsciously reliving critical moments in our own lives (for example, the separation scene at the end of E.T. calls up our own experiences of loss) or we are anticipating them. (Location 311)

The desire to belong makes us want to please others and conform, at least to some degree. The desire to individuate causes us to spend time alone and make decisions or act in ways that those close to us may not understand. (Location 322)

The grid also has provided a quick diagnostic test for recognizing the underlying motivation to our clients’ organizational mission and their brand identity. (Location 333)

IN ANCIENT GREECE AND ROME, archetypes formed the basis of myths, in which they were depicted as gods and goddesses. (Location 355)

Think of the ancient Greeks’ fascination with stories of Zeus’s (the Ruler’s) sexual exploits and the suffering and faithfulness of his wife, Hera. (Location 358)

Whatever their party, presidents succeed when their brand identity is clear and consistent. (Location 362)

Similar patterns hold with corporations. Apple has made many serious business mistakes, but repeatedly has been saved by the great loyalty of its customers, who tend to love the company anyway. (Location 368)

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When archetypes are active, they evoke deep feelings. Sometimes those feelings have a spiritual resonance. (Location 374)

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Similarly, entire product lines can take on a meaning that gives them symbolic power in all of our lives. (Location 379)

The management of meaning is about selling products, but it also is about selling meaning with integrity. If companies fulfill their meaning promise to the same degree that they deliver quality products, they help customers in two ways: (1) by providing a functional product or service and (2) by helping people to experience meaning in ordinary life. If they do not, they are unlikely to compel brand loyalty. (Location 386)

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One expression of the intimacy that develops between customers and archetypal brands is how users tend to give these brands nicknames, signaling, as they would with friends or relatives, a special, closer relationship. (Location 407)

Intangible “meaning” and tangible results are so inter-connected that to fail, you would have to undermine the institution’s ability to deliver—by refusing to study, cheating, etc. (Location 416)

Because a condition can improve simply because the patient believes in the pill or the doctor. (Location 421)

After a psychologically contaminating or emotionally violating experience, many people will take a shower—as if the water could literally wash away feelings as well as dirt. (Location 425)

Leveraging archetypal meaning is not simply about indiscriminately “attaching” meaning to a product. (Location 436)

The answer came in the form of a little car called the Volkswagen Beetle, or “Bug,” which delivered on the Innocent principle in every way. (Location 442)

Our early examinations of the world’s most successful brands convinced us that their meaning was qualitatively different from that of ordinary brands; (Location 454)

As was demonstrated by Coca-Cola’s abortive “New Coke” campaign, replacing the Innocent is much more a violation or betrayal of trust than are other kinds of substitutions. (Location 482)

an identity that shed light on why that brand, over time, was allowed to be changeable, and why it always is at its best when it good-naturedly pokes fun at sanctimonious Coke. (Location 483)

Their analysis showed that brands associated with archetypal identities positively and profoundly influence the real asset valuation of their companies. (Location 508)

The relationship of changes in these fundamental financial indicators was profiled among two sets of brands: those with “tightly defined” archetypal identities, whose closest secondary relationship was 10% or more below the first, and a “confused” set of brands, whose secondary archetype was within this 10% boundary. (Location 524)

The analysis showed that the MVA of those brands strongly aligned with a single archetype rose by 97% more than the MVA of confused brands. (Location 526)

But the implication of these findings was quite impressive: Identities that succeed at striking an essential human chord affect the most fundamental economic measures of success. (Location 529)

But creating an archetypal identity, nourishing it, and managing it can and must become a deliberate, insight-based process. (Location 541)

Although Freud assumed that our fantasies resulted from our experiences and conditioning only, Jung noted that fantasies are quite predictable, following well-known narrative patterns. (Location 546)

Mythologists and anthropologists see the same themes, situations, and stories played out again and again, across the ages and around the globe. (Location 549)

Archetypes are the “software” of the psyche. One archetypal program or another is active and engaged at all times. (Location 558)

Sometimes archetypes emerge because we are in a certain phase of life that evokes them: (Location 566)

However, we have no responsible way to avoid the potential pitfalls of this process but to learn what we are doing and why. (Location 576)

Archetypes are powerful forces in the collective and individual psyche. (Location 584)

When you tap into the archetypal dimension—deliberately or by accident—these energies become activated in and around you. (Location 585)

The more knowledgeable you are about archetypes, however, the more they can serve, metaphorically speaking, as your allies. (Location 587)

Many marketers have stumbled—unawares and ill-equipped—onto archetypal territory. (Location 589)

The new breed of consumer is not as trusting, as loyal, or as malleable as those of the past. (Location 598)

They have to find themselves and know what they think, feel, want, and stand for. (Location 610)

Even more importantly, because most people in the field of marketing do not understand archetypes, and because they think in terms of market segmentation, they have an unfortunate tendency to reduce archetypes to stereotypes. (Location 650)

However, if we realize that she is a full human being, then it isn’t difficult to recognize that from time to time, she might feel trapped by her high-powered life. (Location 656)

To do archetypal branding well, it is advisable to tap into the deeper, more humanly compelling quality of archetypes, rather than treating them in an incidental manner as lifeless stereotypes. (Location 673)

In the United States, for instance, a shared value of individualism reinforces the Explorer archetype with an emphasis on discovering and expressing one’s own uniqueness. (Location 676)

Quite unconsciously, the management of these companies tends to be attracted to brand identities consistent with the archetypes that simultaneously are shaping their own behavior and the corporate culture. (Location 689)

Even in a societal context, where money and success are primary, individuals’ deeper values are reflected in the details of their ambitions—the dreams that propel them forward. (Location 702)

Yet, for a brand identity to be compelling, it needs to be simple and easy to recognize. This means that brand identities are forged best by identifying solidly with one—and only one—archetype. (Location 711)

Of course, this freedom brings tremendous power and exhilaration. But it also creates an unprecedented degree of stress. (Location 730)

Adding to our predicament, we are engaged in this quest at a time when civilization provides us with almost no cultural guideposts. The village elders, the Bible, the great oral tradition, the classic stories—all have fallen by the wayside, just at the time we need them most. (Location 739)

It’s no wonder, then, that the public appetite for meaning, particularly archetypal meaning, is so strong that archetypal brands, in the form of personalities, public figures, and corporate offerings, are fervently embraced and fiercely defended. (Location 744)

People need authentic meaning. Deepak Chopra cites research suggesting that a lack of meaning is correlated strongly with heart attacks. (Location 754)

However, with commercial messages, products, and services infiltrating every single aspect of our lives, it is important that they carry significance and values as well—especially if marketers understand that the meaning most products deliver to people is of a much lower order than the experiences people have in their lives. (Location 757)

These chapters focus on the 12 archetypes within the four motivational categories, exploring how each archetype is expressed in typical advertisements (many of which do not reflect a coherent brand concept), brand identities, customer motivation, organizational cultures, and marketing strategies. (Location 770)

Most of the examples we use represent ephemeral brand communication, not a fully sustained identity. In addition, these chapters are written in a value-neutral way and in no sense should be taken as an endorsement of any of the brands, advertisements, or organizations we mention. (Location 774)

The Explorer is driven by a sense of not quite belonging, like the Ugly Duckling seeking its own kind. (Location 811)

At the more everyday level, the Explorer looks for products and services that advance the journey of self-discovery, the Innocent looks for those that provide the experience of peace and goodness right now, and the Sage seeks those that are adjuncts to learning or wisdom. (Location 820)

Sages like to have all the relevant information they need to make informed decisions about brands. They also enjoy learning, so products that require a learning curve (like computers) appeal to them. (Location 825)

Their faith is in the capacity of humankind to learn and grow in ways that allow us to create a better world. (Location 1387)

However, it can also be the detective, nightly news anchorperson, or any expert sharing knowledge, including the classic disembodied male voice telling homemakers about the science behind a successful laundry detergent. (Location 1389)

The temple of the Sage archetype has to be either the library or the bookstore. (Location 1497)

More typically, Sage marketing is dignified and subdued, with an elite air to it. Think, for example, of the way Ivy League colleges are promoted. (Location 1530)

The message is “Not very many people are smart enough to be here.” Furthermore, although scholarships are designed to make certain that meritorious students from moderate circumstances can attend, the high cost of tuition gives out the message: (Location 1533)

Even in the world of conventional brands, an air of mystery or mystique can contribute to the aura of the Sage brand. (Location 1537)

Of course, the most convincing way to appeal to Sages is to have your brand recommended by an expert. (Location 1540)

Predictably, experts in the field spread the word, with the result that it took just a little more than a year to sell a million Palm Pilots. (Location 1542)

Sage organizations are often found in universities, research labs, think tanks, and companies that see themselves as learning systems (as described by Peter Senge in The Fifth Discipline)6—that is, organizations whose structure and values promote continuous learning. (Location 1543)

Dress styles and the environment tend to be understated. (Location 1548)

Emphasis is on the collection and analysis of data, and the chief item of value is expertise. (Location 1549)

The Sage organization typically has a very decentralized structure, emphasizing the development of expertise rather than control. (Location 1553)

For-profit Sage organizations also typically have decentralized and rather democratic governance. VISA was founded by Dee Hock as the first “chaordic” (his coined word, combining “chaos” with “order”) banking organization. (Location 1562)

When the Sage is active in the lives of customers, they are keenly interested in learning for its own sake. Freedom and independence are valued as a means of keeping one’s objectivity (as in the case of universities, whose faculties support academic freedom). (Location 1578)

Sage part of a person agrees with the statement “I think, therefore I am.” When the Sage is dominant in someone’s character, learning is a compelling motivator. (Location 1581)

To Sages, a purchase is a rational transaction. They want you to provide information about the quality of the good or service being sold and its cost. (Location 1592)

However, if, in the process, you help them feel like an expert, they are more likely to buy than if they feel confused, incompetent, or pressed. Reinforce their wisdom, and if you have a product that is demonstrably of high quality, they will reward you with their loyalty. (Location 1593)

WE SELDOM SPEAK of the Hero, the Outlaw, and the Magician in the same breath, but they are, in fact, powerful archetypes cut from the same cloth. (Location 1598)

In day-to-day life, these powerful archetypes provide a structure that can release the ability of ordinary people to rise to challenges, take risks, break rules, and transform their lives. (Location 1600)

They are each, in their own way, magnetic, because they are about change—with all of its accompanying anxiety and exhilaration. (Location 1602)

Changing times require people who are energized by risk and who want to prove their own capacities through rising to challenge after challenge. (Location 1609)

Emotions related to such aspirations tend to be fiery and energetic, ranging from anger, to ambition, to fierce determination. (Location 1612)

If these figures are missing in our personal lives—as they often are—we crave their presence in the marketplace and in the media. (Location 1614)

The Hero, the Outlaw, and the Magician all take a stand against some limiting, restrictive, or harmful reality. (Location 1621)

The Magician acts as a catalyst for social or institutional transformation or healing. In all three cases, the underlying desire is to take action and exert power. (Location 1624)

while technological advancements such as computers, the Internet, and genetic engineering bring magic into everyday life (Magician). (Location 1627)

EVERYTHING SEEMS LOST, but then the Hero rides over the hill and saves the day. There are infinite variations on this story, but in every one the Hero triumphs over evil, adversity, or a major challenge, and in so doing, inspires us all. (Location 1643)

When the Hero archetype is active in individuals, they may be ambitious and seek out challenges—think astronauts, Marines, or athletes—or they may be more reluctant Heroes who recognize an injustice or problem and simply rise to the occasion to do what needs to be done to remedy it. (Location 1674)

More typically, they see themselves as just doing their jobs. If there is anyone they really dislike, it is not so much the villain as it is the wimp. (Location 1685)

At the lowest level, the Hero archetype simply wants to prevail. The opponent is devalued as the enemy or as someone deserving to be victimized. (Location 1689)

The trap within the Hero can be that you see yourself as heroic, but others see you as a villain. (Location 1692)

Nike’s strategy has relied heavily on what David A. Aaker, in Building Strong Brands, calls “strategic opportunism,” introducing hundreds of shoes each year for some 30 sports. (Location 1715)

Traditionally, Nike has run wonderfully idealistic and noble ads encouraging athletes to protect the environment, boosting character in athletes, and recognizing the ways that athletics prepares women to control their own lives and participate more fully in a highly competitive economy. (Location 1727)

Hero organizations often are either committed to a worthwhile cause or devoted to helping their customers and employees to “Be all that you can be,” as the U.S. Army ad states. (Location 1738)

Virtually all Hero organizations are good at motivating people (like coaches firing up the team for victory) and releasing energy by convincing people of the importance of winning (Location 1758)

Unfortunately, this heroic identity was not adequately maintained. Fred Smith, the founder of Federal Express, got the idea in the mid-1960s for an overnight delivery service when he was a student at Yale. (Location 1762)

Marketing campaigns first were directed at middle and senior management and later were expanded to appeal to secretaries and mailroom personnel. (Location 1768)

In some cases, the company is pictured as providing the heroism you may lack. (Location 1801)

Market research by the U.S. Army revealed the fact that young people did not join the Army just for scholarships. They joined out of a heroic desire to develop their discipline and character. (Location 1814)

Other ads identify the consumer as a Hero and offer props for the journey. An ad for beef, clearly aimed at the working mother, shows toy soldiers—every one of them female—in various contemporary female activities: (Location 1821)

Both the Explorer and the Hero archetypes require a considerable amount of journeying, but for the Hero, the emphasis is on proving rather than finding yourself. (Location 1847)

The Outlaw’s anger tends to be provoked by being slighted as a person. Whereas Heroes identify with their community, Outlaws feel deeply estranged from it. (Location 1946)

The natural habitat for the Outlaw is places that are hidden and shadowy—out of the way. Psychologist C. G. Jung described the way in which individuals and cultures have Shadows— (Location 1949)

The Outlaw holds the shadowy qualities of the culture—that is, the qualities the society disdains and disregards. (Location 1954)

When Outlaw consciousness is present, people are more acutely aware of the ways civilization limits human expression. (Location 1975)

The threat of the Outlaw, however, is that an individual, quiet rebellion will break out in ways that begin to destroy the society, either eroding it from within or demolishing it in a violent eruption. (Location 1989)

Some Outlaw images are darker and may either release or reinforce potentially dangerous energy. It is hard to know for sure how they function. (Location 2009)

When the Outlaw is active in individuals, they may feel estranged from the dominant culture and contemptuous of its rules. (Location 2015)

While the Explorer also stands at the edges of society, Explorers just want to be free. By contrast, the Outlaw actually wants to disrupt things, shock people, ferment a revolution, get away with something, or just feel the excitement of being a little bit “bad.” (Location 2017)

The Explorer is lonely and seeks his or her identity. The Outlaw feels helpless and seeks the experience of power, even if only in the ability to shock or defy others. (Location 2029)

Teenage gangs and the Mafia are organized in the same ways as feudal societies were. (Location 2041)

the psyche is calling upon people to “die” with respect to what they have been and be “reborn” into another identity. At such times, images of death can be very appealing. (Location 2076)

One of the most successful New York Lotto ads of all times begins with a typical boardroom meeting, interrupted by the news that the company has been acquired by Chuck from the mail room. Having won the lottery, he buys the company and lets the former CEO know how he likes his coffee. This ad, fueled by research that said most lotto players were motivated by job dissatisfaction, plays on the desire to break the rules of the work ethic—and turn the tables on the boss. (Location 2098)

Apple is also known for technological innovation and the revolutionary step of making such user-friendly software that virtually anyone could become expert enough to use the company’s computers almost immediately. (Location 2130)

In times of rapid transition, the status quo stops being privileged. The future is always lurking on the edges, and it is not clear which social experiments will become the new establishment. (Location 2151)

The Outlaw is the archetype most suited to sustaining an edgy identity and to the creation of edgy ads that really work. (Location 2175)

Mass marketing to the Outlaw, then, requires the understanding that most people identifying with this archetype are, in fact, actually responsible, good citizens. (Location 2186)

THE EARLIEST IMAGES of the Magician were the shaman, the medicine man or woman, and the village witch or wizard. Later we had the alchemist, seeking to turn lead into gold. (Location 2198)

The most typical applications of magical lore are to heal the mind, heart, and body; to find the fountain of youth and the secret of longevity; to discover ways to create and maintain prosperity; and to invent products that make things happen. (Location 2202)

He does this, in part, by talking about his vision for a peaceful and just society, developing his talents (as legend has it that he did with King Arthur), and crafting or finding magical objects (the Round Table, Excalibur, the Grail) that support desired values of community, valor, and enlightenment. (Location 2205)

The spirit of the Magician is easily evoked when the product has exotic or ancient origins or if it involves some special ritual, such as popping corks, decanting wine, or swirling brandy and sniffing its aroma. (Location 2227)

The Magician is also a great brand identity for corporate change strategies, miracle drugs, herbal remedies, spas, exotic travel, and, of course, any product or service that directly affects consciousness—advertising being but one. (Location 2229)

From both images, we can see the hope and the fear that are invested in the twin images of scientists as modern miracle workers and “mad geniuses” who try to play god and bring destruction on us all. (Location 2234)

While the ancient shaman, medicine man or woman, or alchemist integrated science, spirituality, and psychology, in the modern world we tend to separate them. (Location 2237)

Entrepreneurs are often Magicians, as are athletes. Spiritual ideas linking inner consciousness with outer performance are yielding miraculous results in the business and sports worlds. Magical people often have dreams that other people see as impossible, yet it is the essence of magic to have a vision and then walk right into it. (Location 2243)

The most consistent images associated with Magicians are signs in the heavens—rainbows, shooting stars, a beautiful galaxy, flying saucers—which tend to reassure us that we are not alone in the universe. (Location 2248)

When the Magician archetype is active in individuals, they are catalysts for change. Trusting synchronicity (or meaningful coincidences), they expect that if they do their part, the universe will meet them. To the Magician, consciousness precedes existence. Therefore, if you want to change your world, you begin with changing your own attitudes and behavior. (Location 2267)

The Magician archetype is therefore very strong in charismatic politicians, business leaders, and, in fact, the whole field of marketing, trading as it does on the influence of human consciousness on behavior. (Location 2271)

The negative image of the Magician also shows up in charismatic political leaders who use their power to charm, not to bring out the best in people, but to promote fascist and racist ends. (Location 2275)

Champagne in all brands, recent campaigns for Chanel No. 5, and Polaroid and other instant cameras (capturing those moments) promise magical experiences. (Location 2295)

Bausch and Lomb binoculars connects with the deep meaning of this archetype with an ad that portrays a beautiful landscape, a man with outstretched arms, and the text “I have been awakened by the touch of the sun’s first rays. I have been to the solitary places and found company. (Location 2314)

Sometimes the ad is more subtle, merely intimating an outcome so marvelous as to seem miraculous. (Location 2327)

Another, similar ad that also uses language stressing the difficulty of doing business in turbulent times sports a picture of a traditional European café, half full of relaxed customers, with the help looking bored because they have so little to do! (Location 2332)

The genius of these ads is that the customer is initially drawn into them because of the discrepancy between the visual images and the large block print. (Location 2342)

A great lighthearted commercial shows a monk working by candlelight, painstakingly hand copying a manuscript with illuminated margins as a Gregorian chant plays in the background. (Location 2347)

Magic is the technology for making dreams come true. (Location 2351)

Magicians create from the inside out. Since the publication of Carol Pearson’s The Hero Within, a host of books, from The Warrior Within to The Child Within, have helped people learn to transform their inner lives by calling up latent archetypal abilities. (Location 2354)

The ability to realize your dreams is also associated with a certain simpatico association with the environment. (Location 2364)

DuPont’s slogan “The miracles of science” celebrates the wonders of technology today. An ad beginning with the text “dreams made real” pictures a father with his daughter on his lap and his “todo list for the planet.” (Location 2377)

Ancient alchemists, moreover, consulted books of wisdom that taught them everything they needed to know to manifest their visions. (Location 2390)

The Magician organization utilizes cutting-edge technologies in consciousness, communications, and organizational structures. (Location 2400)

They may also complain that when miracles come to be expected, they do not even have time to take a bow. (Location 2404)

When Lucent Technologies (formerly Bell Labs) split off from AT&T, the company was known as an innovator, but it was more connected with basic research than with practical applications. (Location 2405)

The firm’s new charge was to “Create a new business with paramount speed, cost, and quality—any way you choose to do it.” (Location 2408)

So, in this context, what do people need? People do not have enough time or meaning. Therefore, for people to share their time with you—as customers or employees—you need to provide them with palpable meaning. (Location 2429)

To do this, you need to genuinely stand for something. Like Hero marketing, Magician marketing begins with knowing what you stand for. (Location 2431)

The essence of magic can be defined as the ability to affect consciousness and, in so doing, to affect people’s behaviors. In the world of the past, information was scarce. (Location 2436)

Now, when people are suffering from information overload and over 3,000 commercial messages a day, the problem is how to get them to even notice your message, much less remember it. (Location 2438)

Archetypes are the strange attractors of consciousness.3 You attract customers when your message is congruent with an archetype that is either dominant or emerging in their consciousness. (Location 2443)

Jensen therefore cautions executives not to think of contemporary organizations in terms of legal entities, profits, buildings, or anything else really tangible. (Location 2448)

In the Magician organization, the secret of success is not the management of money, but the management of consciousness within a context that is now radically peer focused. (Location 2455)

What this means is that the success of your brand depends upon a cultural consensus about its worth. (Location 2467)

According to a marketing study by Paul Ray, there is today an emerging consumer force that he describes as “cultural creatives” who share a magical belief that they are the creators of their own lives through a process by which consciousness fashions concrete reality. (Location 2471)

To market effectively to Magicians, it is essential to first engage in enough self-reflection to identify who you are, what you value, and what you want to achieve in the world. (Location 2476)

Your archetypal identity can then be expressed not only in ads, but in product design and placement, as a part of your organizational identity, on your Web site, in executive speeches, in company policies, and in orientation programs for new employees. (Location 2482)

Magician brands and Magician marketers know that if you give (or sell) a person a fish, they will eat for a night. Teach them to fish, and not only will they eat forever, but they will be loyal to you—forever. (Location 2490)

The intrinsic archetype of the movement was the Magician. However, the archetype the media associated with the movement became the angry bra burner—an Outlaw image that was unappealing to most women. (Location 2502)

Take the time to develop an identity that is aligned with the truth of your transformative purpose. (Location 2504)

The Ruler knows that the best thing to do to avoid chaos is to take control. While Innocents assume that others will protect them, the Ruler has no such faith. Gaining and maintaining power is therefore a primary motivation. (Location 3790)

fulfilling. Rulers also have a heightened fear that chaos will ensue if they fail to take control. You might think of the Greek god Atlas carrying the world on his shoulders for an image of how responsible Rulers tend to be. (Location 3805)

People with high Ruler archetype tendencies are concerned with issues of image, status, and prestige—not because they are superficial, but because they understand how the way things look can enhance power. (Location 3814)

The Ruler as an archetype, then, helps individuals become wealthy, powerful, and established in their fields and their communities. (Location 3820)

Many Ruler brands and ads appeal to the desire we all have to be successful and important. In ancient times, kings and queens were often the thought of either as gods or as having a special relationship with the gods. (Location 3825)

Phoenix Wealth Management has been running ads with women wearing crowns as if they were queens. Some of the ads include pictures of a woman in full regal dress who looks like she may have reigned in the Renaissance. (Location 3831)

Jones of New York typically portrays women modeling the company’s clothes who are confident, in control, and in charge. (Location 3838)

Many charitable and good-cause organizations appeal to the noblesse oblige of the Ruler. (Location 3844)