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Thriving people – thriving organisation
Being the best you can


The Guild, The Business of Now
September 2012
Focusing and coordinating the effort


      Regenerative change is planned from the end, backwards

All staff                           Sustainability

       Vision                                                        Business
                                                                   improvements
                                     Engagement
                                        and
                Catalytic team      empowerment
                                                                          New ways of
                                                                          working and
                                                                           behaviours



                       Progress monitoring    Coherent business
                             (plan)                design

Backroom team
Strengthening self belief and meaning


The Map of Meaning
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 alone
Stay close to myself; comfortable in my skin
                                                                         Living in and through each other
Courage and boldness of being who I am meant to be
                                                                         We connect when we talk about deeper values – even if we do not agree
Love and harmony within my inner self
                                                                         Stimulation from others
Having the courage to do what is right, rather than what is convenient
                                                                         Overcoming shared obstacles
Honesty and trustworthiness
                                                                         Feeling in kilter with others validates one’s own work
Not compromising myself
                                                                         Talking about why we do what we do before we go and do it
Expanding; developing strengths and accepting limitations
                                                                         Making our assumptions visible
Being responsible for using my talents
                                                                         Being at home; feeling embraced
The freedom to be me; stick to my priorities
                                                                         Generosity, warmth, acceptance
Privacy, uniqueness, respect, self-worth
                                                                         Celebrating together


                   Expressing full potential                                                       Serving others
                                                                         Help one, you help all; good people help others
Sounding my note in the universe
                                                                         How can I act in a way that uplifts myself and others
Doing my best work at all times
                                                                         Generosity of spirit
Every act is an act of will and therefore creative
                                                                         Unconditional love
Love of exploration and expression
                                                                         I am here for something bigger than myself
Creative flow; energy towards a vision
                                                                         Giving back
Beauty
                                                                         Challenging ideas that do not benefit others
Recognition, success, competent, completing
                                                                         Speaking up
The meaning that comes from mastery
                                                                         Acting for future generations
Inspiring others
                                                                         Having a universal consciousness
Drawing attention to important issues
Improving things for the less powerful
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?
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 of
Individual   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
Balancing the management system – the social component


   Bringing the social dimension to your management

Do we have a common view of what is right?                    Moral                                                                    Spiritual
How 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 against
their 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 in
How 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 inside
How 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 context
Is there a high price for entry?                                            Do we know the impact of poor relationships on health, success, crime,
                                                                            morale, stress?
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?

                                                                          people
society                  responsiveness
                                                          How do I engage the
Do 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
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
John Kay - Thriving People, Thriving Organisation

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John Kay - Thriving People, Thriving Organisation

  • 1. Thriving people – thriving organisation Being the best you can The Guild, The Business of Now September 2012
  • 2. Focusing and coordinating the effort Regenerative change is planned from the end, backwards All staff Sustainability Vision Business improvements Engagement and Catalytic team empowerment New ways of working and behaviours Progress monitoring Coherent business (plan) design Backroom team
  • 3. Strengthening self belief and meaning The 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 alone Stay close to myself; comfortable in my skin Living in and through each other Courage and boldness of being who I am meant to be We connect when we talk about deeper values – even if we do not agree Love and harmony within my inner self Stimulation from others Having the courage to do what is right, rather than what is convenient Overcoming shared obstacles Honesty and trustworthiness Feeling in kilter with others validates one’s own work Not compromising myself Talking about why we do what we do before we go and do it Expanding; developing strengths and accepting limitations Making our assumptions visible Being responsible for using my talents Being at home; feeling embraced The freedom to be me; stick to my priorities Generosity, warmth, acceptance Privacy, uniqueness, respect, self-worth Celebrating together Expressing full potential Serving others Help one, you help all; good people help others Sounding my note in the universe How can I act in a way that uplifts myself and others Doing my best work at all times Generosity of spirit Every act is an act of will and therefore creative Unconditional love Love of exploration and expression I am here for something bigger than myself Creative flow; energy towards a vision Giving back Beauty Challenging ideas that do not benefit others Recognition, success, competent, completing Speaking up The meaning that comes from mastery Acting for future generations Inspiring others Having a universal consciousness Drawing attention to important issues Improving 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 of Individual 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 management Do we have a common view of what is right? Moral Spiritual How 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 against their 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 in How 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 inside How 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 context Is 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? people society responsiveness How do I engage the Do 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

Editor's Notes

  1. 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