????馬基認(rèn)為，以遠(yuǎn)大目標(biāo)作為行動(dòng)準(zhǔn)則所帶來(lái)的良好結(jié)果不一定總是人們所預(yù)期,、或甚至希望的結(jié)果,。“它取決于我們行動(dòng)的質(zhì)量和外部因素,。結(jié)果可能會(huì)跟預(yù)想不同,，但是要好得多?！?/p>

????不同而且更好,，如何實(shí)現(xiàn)？馬基向我講述了他在書(shū)中所提到的一個(gè)案例,，講的是全食品超市康涅狄格州哈特福德市店面的團(tuán)隊(duì)的故事,。當(dāng)時(shí)，暴風(fēng)雪即將來(lái)臨,，收銀臺(tái)也停止了工作,，但他們?nèi)匀粓?jiān)持免費(fèi)向人們分發(fā)食品。馬基補(bǔ)充說(shuō)：“它帶來(lái)了鋪天蓋地的正面媒體報(bào)道和隨之而來(lái)的善意,，而這些遠(yuǎn)遠(yuǎn)超過(guò)了預(yù)期,。”

????我覺(jué)得,，除了極端的憤世嫉俗者之外,，地球上的人都能正確地猜到,，免費(fèi)分發(fā)食品會(huì)帶來(lái)正面的評(píng)價(jià)，而且這個(gè)舉動(dòng)最終也會(huì)實(shí)現(xiàn)利潤(rùn)的最大化,。但是馬基堅(jiān)持認(rèn)為,，全食品的成長(zhǎng)依賴(lài)于他敢于嘗試的個(gè)人意志。書(shū)中寫(xiě)道：“在我實(shí)現(xiàn)自我成長(zhǎng)之前,，整個(gè)公司難以得到成長(zhǎng),，這種情況在全食品市場(chǎng)的歷史上發(fā)生過(guò)不止一次——換句話來(lái)說(shuō)，我在拖公司的后腿,。我個(gè)人的成長(zhǎng)成就了公司的成長(zhǎng),。”

????馬基認(rèn)為,，心理或志氣停滯不前的領(lǐng)導(dǎo)人可能會(huì)影響公司的發(fā)展前景以及公司適應(yīng)不斷變化的市場(chǎng)狀況的能力,。但是在用堅(jiān)定的眼光打量外部世界之前，企業(yè)領(lǐng)導(dǎo)人首先需要洞悉自己的內(nèi)心,。

????《自覺(jué)資本主義》推薦了多條實(shí)踐內(nèi)容,。馬基和西索迪亞稱(chēng)這些實(shí)踐將提高人們的領(lǐng)導(dǎo)能力，這些建議包括：“提升……自我認(rèn)知,，以便我們洞悉我們是否在真正地追隨自己的內(nèi)心,。”以及“利用恐懼所創(chuàng)造的能量讓自己的身心更為專(zhuān)注于當(dāng)前的這一刻——即恐懼不存在的這一刻,?！比绻愕那樯踢€難以理解這一切的話，請(qǐng)?jiān)偌影褎?。說(shuō)起來(lái)容易做起來(lái)難,。

????這兩位聯(lián)合作者發(fā)起了一場(chǎng)英勇的捍衛(wèi)戰(zhàn)，捍衛(wèi)對(duì)象包括維多利亞時(shí)代的自我救贖和書(shū)中所強(qiáng)調(diào)的個(gè)性的刻意塑造——他們還建議,，如果你不知道自己想模仿的對(duì)象是誰(shuí),，那么請(qǐng)參照“那些生動(dòng)體現(xiàn)了高貴品格的虛擬人物，例如哈柏?李的小說(shuō)《殺死一只知更鳥(niǎo)》（To Kill a Mockingbird）中的艾蒂科斯?芬奇,，或者J.K.羅琳《哈利波特》（Harry Potter）系列小說(shuō)中的阿不思?鄧不利多,。”

????書(shū)中繼續(xù)寫(xiě)道,，“人們可以問(wèn),，‘為什么我會(huì)因此而生氣？’‘為什么我會(huì)因此而興奮,？’‘為什么我會(huì)嫉妒那個(gè)人,？’‘為什么我會(huì)為此而感到高興？’‘為什么我會(huì)體驗(yàn)到愛(ài)情？’”最后的忠告是：如果你并不愿意去閱讀你自己曾做過(guò)的事,，那么這件事還是不做為妙?！爱?dāng)自己的所作所為登上了頭版頭條時(shí),，人們會(huì)有自己的感受。人們應(yīng)該用這種感受來(lái)審視自己的每一個(gè)行為,?！?/p>

????對(duì)于這場(chǎng)艱苦卓絕的自我分析，馬基在其電子郵件中所總結(jié)的最后辯護(hù)竟如此神秘地和紀(jì)錄片《驚天秘密》（The Secret）扯上了關(guān)系——但考慮到此人擁有一家市值159.5億美元的公司,，因此這個(gè)結(jié)論吸引了眾多的眼球,。為什么要如此大費(fèi)周章呢？在馬基看來(lái),，這會(huì)讓你更有吸引力,。

????“關(guān)鍵在于，當(dāng)你心懷善意做善事的時(shí)候,，你就創(chuàng)建了很多新的,、意想不到的關(guān)聯(lián)。你成為了一塊‘吸鐵石’,，把很多做同樣事情的人吸引到你的身邊,。這種效應(yīng)將不斷擴(kuò)大，并以協(xié)同和意外的方式來(lái)充實(shí)你未來(lái)打算去做的事情,?！?/p>

????Mackey allows that good outcomes from acting in line with one's higher purpose may not always be the expected, or even hoped-for, results. "Depending on the quality of our actions and external factors, they could be different but far better."

????Different and better, how? Mackey pointed me to a story in his book of how Whole Foods (WFM) team members at its Hartford, Conn. store gave away free groceries as a snowstorm loomed and cash registers stopped functioning. "It resulted in an outpouring of positive media coverage and resultant goodwill that far exceeded anything they had expected," Mackey added.

????It's not too cynical, I hope, to imagine someone on the ground there had correctly guessed that giving away groceries would generate positive word-of-mouth, and that that might ultimately maximize profits. But Mackey is intent on insisting that the growth of Whole Foods depended on his personal willingness to experiment. From the book: "More than once in the history of Whole Foods Market, the company was unable to collectively evolve until I myself was able to evolve -- in other words, I was holding the company back. My personal growth enabled the company to evolve."

????Mackey maintains that a leader who is psychologically or spiritually stuck can hinder a company's growth prospects and ability to adapt to shifting market circumstances. But to look outward with a clear eye, business leaders need to look inward first.

????Conscious Capitalism recommends several practices that Mackey and Sisodia claim will heighten a person's leadership ability, with suggestions like: "Enhance … self-awareness so we know when we are truly following our hearts," and "Use the energy that fear creates to focus the mind more intently on the present moment --where fear doesn't exist." If you're not emotionally intelligent, try harder. Easier said than done.

????The co-authors launch into a spirited defense of Victorian-era self-help and its emphasis on the deliberate cultivation of character -- and suggest that if you don't know anyone personally whose behavior you want to emulate, look "to fictional characters who vividly express admirable virtues, such as Atticus Finch in Harper Lee's To Kill a Mockingbird or Albus Dumbledore in J. K Rowling's series of Harry Potter novels."

????"It's useful to ask," the book continues, "'Why does this make me angry?' 'Why am I excited about that?' 'Why am I envious of that person?' 'Why do I feel joyful about this?' 'Why am I experiencing love?'"

????One final word of advice: If you wouldn't want to read about you having done it, maybe don't do it. "Examine our every action through the lens of how we would feel if it were to become front page news."

????Mackey's final justification for this strenuous self-analysis, which concluded his email, is so mystical it verges on The Secret-territory -- but it's compelling coming from someone whose company has a $15.95 billion market cap. Why go to all this trouble? In Mackey's view, it makes you more attractive.

????"The key point is that when you do something good with the right motives, you make a lot of new and unanticipated connections. You become an 'attractor,' pulling people toward you who are doing similar things. This multiplies and extends what you set out to do in synergistic and serendipitous ways."