Great title, eh? Saw it somewhere recently. Where? Scrawled on cardboard?
Both phrases in this slogan hint to the transformation needed. What will rebalance us? What will reorient us from our churning, terrified, competitive minds to our instinctively aware bodies?
It’s simple. We must return to the present moment. Return to what our animals and our plants and trees do, easily. Let us feel our breath swell within our chests, the wind caress our skin, the ground firm under our feet, the sun’s warmth. One by one, and all together, let us return to Nature, to the Earth — to the value of the tired, poor, oppressed, divine feminine that lives inside us all, yearning to breathe free.
Here’s an excerpt from an article that stuck out for me because it signals the mutation in values that does seem to be unfolding, subtly, but decidedly. And see my recent post on the Wall Street trader who got out and got real. While the focus has been on Wall Street, partners in big law firms are (were) also enjoying the financial (isolating) perks of the 001.%
As a lead in, here’s a a graph showing ratio of CEO pay in U.S. vs. other industrialized nations.
Below the excerpt, a florid graphic depicting the pyramidal tiers of predatory capitalism.
Dewey LeBoeuf Near Collapse—Are Other White Shoe Law Firms In Peril?
May 3, 2012
by Dan Slater
Historically, in order to afford those $3,000-per-week salaries for first-year attorneys with no experience, and to keep rainmaking partners happy, law firms have been, like some of the Wall Street institutions they service, heavily leveraged entities. The difference is that, in law, the leverage is not financial but human. Banks gamble on investments, while law firms gamble on people. In a sense, it’s all the same: if business is good, leverage pays off.
It’s best, Henderson says, for a firm to grow organically, nurturing its own talent rather than paying high prices for rainmakers who might not make it rain. But under pressure, many firms are giving up on organic growth and turning to a lateral-hire strategy in the downturn. “Lateral partners seem like the cure,” Henderson says. “As a result, the only thing holding many large firms together now is money. No shared history. No shared values. Money by itself is weak glue.”
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