I’m not exaggerating when I say I’ve read every one of Seth Godin’s books. (Call me a fanboy). A couple of years ago (pre-pandemic), I had the privilege of interviewing him at a business conference in New York. And Lord willing, if all goes well, I’ll sit down with him again this year for another conversation.
Few authors can consistently produce fresh, relevant, and insightful material – but Godin does it effortlessly. He’s not just a Marketing Rockstar (though that title fits him well); he has an uncanny ability to observe and articulate things that the rest of us, mere mortals, overlook entirely.
His latest book, ‘This Is Strategy, ’ dives into one of these often-missed insights – the power of unseen forces within systems. He explores how these invisible dynamics shape decision-making, influence behavior, and either propel or hinder progress. Let me share a couple of key takeaways that I think you’ll find valuable.
The power of unseen forces
Godin says: Some of the most influential systems in our world function on unseen forces.
Take the solar system – gravity holds planets in place without a visible tether.
Market economies coordinate billions of transactions daily without a central planner.
A pencil finds its way to your desk not because a single mastermind orchestrated its journey but because an intricate web of suppliers, merchants, and buyers responded to incentives guided by an “invisible hand.”
When launching a new project, it’s essential to recognize the systems that propel it forward or drag it down. Change isn’t just about disruption – it’s about understanding how the existing structure balances itself and where its tensions lie.
Systemic tension: The force behind stability
Godin calls it “Systemic tension.” Every complex system is a network of conflicting interests. It’s not a flaw – it’s what keeps the system alive.
Examples of systemic tension:
The fine art world – Painters, galleries, collectors, auction houses, investors, and curators – some push for tradition, others for change.
Health care – Doctors, hospitals, insurance companies, pharmaceutical firms, and patients – each with their priorities, often at odds.
Education – Parents, teachers, school boards, textbook publishers, and hiring firms all shape curricula, often with competing agendas.
Even within subgroups, there’s internal friction. Yet, the system persists. Why? Because while many players want change, they rarely agree on what change should look like. If they did, the system would have already evolved.
When public policy shifts or new technology emerges, these systems scramble for a new equilibrium. But change isn’t about obliterating the old – it’s about nudging the system toward better outcomes while respecting the forces holding it together.
The lesson is: “Tension isn’t the enemy – it’s the energy that fuels adaptation.”
7 roles in driving change
When driving change, it’s helpful to recognize which “hat” you’re wearing. Each role has its strategy, risks, and rewards. Godin presents seven categories:
1. The Insurgent
Charges headfirst into the system with enough speed and impact to force change.
Success is rare but powerful (e.g., Elvis Presley revolutionizing music).
Failure is common (e.g., Occupy Wall Street, which made noise but failed to alter the financial system).
2. The Change Agent
Pushes transformation through inevitable shifts in technology or policy.
The system resists initially but ultimately adapts (e.g., how podcasts disrupted talk radio).
3. The Cobbler
Works quietly within the system, providing essential services without constant recognition.
Most freelancers and small business owners fall here – critical but often underappreciated.
4. The Defender of the Faith
Fights to preserve traditional values, customs, or institutions.
Whether it’s a critic railing against modern music or a cheesemonger resisting vegan alternatives, this role ensures continuity – for better or worse.
5. The Innovator
Creates solutions that challenge the status quo.
Innovations spark tension, forcing legacy players to respond (e.g., AI tools like Claude and ChatGPT shaking up content creation).
And let me add: to everyone’s surprise, including Wall Street, the Chinese AI app Deepseek.
6. The Educator
Spreads knowledge, shifting perspectives and altering the system over time.
Education isn’t just a passive act – it’s a force as powerful as a hurricane in shaping how societies evolve.
7. The Maintainer & Optimizer
These roles sustain and refine systems rather than overthrow them.
A Maintainer keeps things running as they are.
An Optimizer tweaks processes for efficiency.
Together, they form the backbone of industries.
Final Thoughts
Godin concludes this portion by saying:
“True transformation doesn’t happen through brute force—it happens by understanding and working within the system’s existing tensions. Whether you’re an innovator, an educator, or a change agent, the goal isn’t to destroy but to influence and evolve.”
So, do you want lasting change? Rather than maintaining a mindset of “Let us fight the system,” learn its rules, leverage its tensions, and rewrite its story.
(Francis Kong will run his highly acclaimed Level Up Leadership – The Next Edge, but strictly for forty participants. This whole-day event will happen on February 25, 2025, at the Rockwell Club Function Rooms. For inquiries and reservations, contact Sylene Alonzo at 0976-638-8974 or Savee at 0917-533-6817. For more information, visit www.levelupleadership.ph.)