This document discusses how thriving organizations are built on thriving people. It emphasizes balancing the industrial and social aspects of business through focusing effort, building new approaches into work practices, and engaging staff's full character strengths. By challenging assumptions and looking beneath surface issues, organizations can unleash performance, reveal untapped potential, and enable societal transformation.

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