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John Kay - Thriving People, Thriving Organisation
John Kay - Thriving People, Thriving Organisation
John Kay - Thriving People, Thriving Organisation
John Kay - Thriving People, Thriving Organisation
John Kay - Thriving People, Thriving Organisation
John Kay - Thriving People, Thriving Organisation
John Kay - Thriving People, Thriving Organisation
John Kay - Thriving People, Thriving Organisation
John Kay - Thriving People, Thriving Organisation
John Kay - Thriving People, Thriving Organisation
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John Kay - Thriving People, Thriving Organisation

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  • The Holistic Development Model provides a way to help us see from the whole. The INSPIRATIONAL core centre of the model is an easier area for Christians to understand . What lies are our core - our spiritual identity and beliefs as Christians From this we can see how important the oft neglected space of BEING is How Christian Faith is being lived out in us personally? To what extent are we experiencing a sense of belonging and support? Then we look at How our faith informs our work – our DOING Both our vocation - then the outward expression of this in our lives – the awareness of our particular strengths, gifts, talents – our passion our capability. Innovation/Communication. And the area in which we are called to serve. The outer circle of the model helps us to locate these qualities in the REALITY of our life. Reality/Ideal – Vulnerability/Hope; Earth/Kingdom DRAW MODEL ON FLIP CHART AS I EXPLAIN NEXT FEW SLIDES: NB Map of Meaning: Developing Inner Self; Reality of Self and Circumstances
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    • 1. Thriving people – thriving organisationBeing the best you canThe Guild, The Business of NowSeptember 2012
    • 2. Focusing and coordinating the effort Regenerative change is planned from the end, backwardsAll staff Sustainability Vision Business improvements Engagement and Catalytic team empowerment New ways of working and behaviours Progress monitoring Coherent business (plan) designBackroom team
    • 3. Strengthening self belief and meaningThe Map of Meaning
    • 4. Strengthening self belief and meaning Towards a more meaningful life, for all Developing and becoming self Unity with others We can do more together than aloneStay close to myself; comfortable in my skin Living in and through each otherCourage and boldness of being who I am meant to be We connect when we talk about deeper values – even if we do not agreeLove and harmony within my inner self Stimulation from othersHaving the courage to do what is right, rather than what is convenient Overcoming shared obstaclesHonesty and trustworthiness Feeling in kilter with others validates one’s own workNot compromising myself Talking about why we do what we do before we go and do itExpanding; developing strengths and accepting limitations Making our assumptions visibleBeing responsible for using my talents Being at home; feeling embracedThe freedom to be me; stick to my priorities Generosity, warmth, acceptancePrivacy, uniqueness, respect, self-worth Celebrating together Expressing full potential Serving others Help one, you help all; good people help othersSounding my note in the universe How can I act in a way that uplifts myself and othersDoing my best work at all times Generosity of spiritEvery act is an act of will and therefore creative Unconditional loveLove of exploration and expression I am here for something bigger than myselfCreative flow; energy towards a vision Giving backBeauty Challenging ideas that do not benefit othersRecognition, success, competent, completing Speaking upThe meaning that comes from mastery Acting for future generationsInspiring others Having a universal consciousnessDrawing attention to important issuesImproving things for the less powerful
    • 5. Strengthening self belief and meaning Controlling the three tensions Being – Doing Do I often feel overwhelmed by the amount I have to do? Do I have time and space to reflect? What effect does this have on me and my work? Would we make better decisions if we took more time to reflect on what we are doing and why? Self – Others Do we have a good balance between getting things done and noticing how people are feeling? Do I often resent the demands of others?Can I easily speak from my viewpoint, or do the force of others and the culture prevent this?Am I always rebelling, or always swept along by others? Inspiration –Reality Does my ambition get in the way of helping others? Do I feel uplifted at work? How much am I alone ? Does my work make me feel hopeful about the future? Do I have a vision for my work? Do I experience a connection with the spirit at work? Do we face up to reality, or is reality all there is? Can we openly discuss when we do not live up to our values?
    • 6. Balancing the management system – the social component Using social capital to bring practical success Internal External Moral strength Spiritual strength – people to be proud of – a purpose to be proud ofIndividual Clear virtues, common yet personalised Inspired by shared big picture Mutual support in application Authentic people thrive and serve Lack of trust costs money and time Discretionary effort is being squandered Institutional strength Relational strength – a community to be proud of – diversity to be proud of Group Binding force of an open, Invest in and strengthen relationships transparent, participative group See the full value of each other Vested interests create divisions Poor relationships cause stress and reduce morale
    • 7. Balancing the management system – the social component Bringing the social dimension to your managementDo we have a common view of what is right? Moral SpiritualHow well do we show the key virtues: Does everyone know our deepest purpose; does it inspire them? Courage loyalty magnanimity patience respect Are our leaders, and through them all our people, truly authentic to responsibility temperance tolerance themselves and others ?humility compassion honesty justice freedom Are people excited? Do they have strong feelings of engagement?love integrity? Do we really have success criteria that are more than economic?How many of our people have set the community’s moral code againsttheir own? How well do our people see the big picture; do they see how their decisions and actions affect the world as a whole?Do we share our moral code outside the community? Are we open and reliable in our dealings?How well are immoral actions, especially for personal or financial gain,dealt with? How much are we all driven by the concept of service?Do we use a 3 level red-face test: self, friends, enemies? Do we have a positive impact on society?How strong is our trust of each other; do we know the cost of lack of Will our grandchildren be proud of what we have done?trust? Do our people thrive; do we know the extent to which they do? Institutional Relational Do we value the contribution and presence of all our people?How strong is the binding force of the community? Do we seek out people’s strengths and celebrate them?How strong is our feeling of belonging? How much do we encourage the understanding of differences?Are people proud to belong? What do we invest in relationships, compared with our investment inHow well is our community admired? processes, structures and rules?Can we be seen as divisive, or unfair? And our reward system? How much do we seek to strengthen and deepen relationships insideHow much do people feel that they can influence what happens to and outside our community?them? How much do we think about the key aspects of strong relationships:Do we have bureaucracy that we can remove? directness continuity equality shared goals contextIs there a high price for entry? Do we know the impact of poor relationships on health, success, crime, morale, stress?
    • 8. The thriving business – and thriving people sustainability How do we focus Thriving people Personal strength helps effort, and build the leads to thriving others thrive and give new approach into business discretionary effort the way we work? peoplesociety responsiveness How do I engage theDo I/we want to be the How can know how full strength and depth best I/we can be? well we are doing, and of my character? avoid surprises? Business needs an Others’ expectations, industrial-social and conventional balanced paradigm Am I prepared to look wisdom, emphasise deeply and critically at the industrial the way we work? management
    • 9. We invite you to realize the full promise of now. Unleash Performance Challenge Everything • Vision • To see ALL of what’s really • Purpose happening in the moment • Leadership • Assumptions, seemingly hardwired dynamics. roles, expectations • Innovation • The status quo, old processes • New models• Look beneath the surface symptoms • Dynamic change • Higher capacity • Societal transformation Reveal Potential • Untapped resources, talents, skills, creativity • Covert threats -- to be able to address them head-on • Hidden opportunities, the ability to see all the dots and connect them in innovative, unique ways • The energy that’s trapped in “negative” patterns

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