Here’s to virtuous cycles and multi-capitalists!
I wonder if changing the narrative about humans in the workplace will have a positive impact on society and nature, as well as providing individual, organisational, and financial benefits. This is my solution for business, how the future of work is meant to be, that humans are meant to work well together and that the power and wisdom of relationships are critical to organisational success. So, Humanise Work was born.
My mission is to change the way businesses / organisations see, hear and feel their employees presence. How the world of work can and should be a great place to be. To grow, to include, to respect, to learn, to teach, to hear, to see, and to evolve to be both the best business and the best place to work.
My aim is to work with those who share this vision to grow their values and culture to adopt new ways of working, of being.
I believe that every organisation can be enhanced through this approach, public or private sector. All you have to be is willing to, and ready for, change. This is an end-to-end, underpinning ethos.
Who am I to say this? I am a watcher from the corner, an encourager and a connector. I have observed to the highest (& been at the lowest) level of business; in corporate, retail, small businesses, third sector, and government. I have watched, made contacts, developed networks and relationships; from this I have noted, considered, reflected, and worked through what I have heard & seen across over 40 years.
I have seen the human within, & I believe in that human.
The strength in your humans is not in their payroll number, or their ability to speak to corporate language (buzz-word bingo anyone), it’s not in their education and technical knowhow (although clearly that is and element for some places, not all*), it’s not in their clothes and hair (although their ‘make-up’ is important), and it’s not in the language they speak (but it is in the way they speak and hear).
Humans are at the centre of every organisation; they are the heartbeat, the life’s blood and the future.
“Agency breeds hope, not the other way around”
The human competencies they bring are invaluable to any organisation, it is time to recognise the ‘21st Century skills’ that are “under-estimated, under-valued and under-developed in our late modern culture” (Leicester & O’Hara); whilst they may be innate, they are forgotten and because they haven’t been valued aren’t taught, practiced, or experienced except by a few people. We’ve considered these capabilities before, empathy, tolerance, challenging (the status quo), open to not knowing, encouraging others, fun, curious, and good listeners. This is what we should be encouraging in our educational establishments & our workplaces…
Everyone should practice cultural, knowledge and psychological awareness. These are the literacies which underpin the ability to act with integrity, openness, ability to challenge and be human to be able to navigate, and act in, a complex world. Leicester & O’Hara suggest:
“…don’t need a new curriculum, or list of skills… rather a culture, spaces for growth, where people are guided and encouraged to express and develop their innate potential in the company of supportive others”. Imagine that!?
I am a fan of the ‘multi-capitalist’ way of thinking, which considers social, human and natural capitals, as well as financial. Crucially, I wonder when we put human capital as our driver and motivator if the others don’t actually follow.
This is the premise of my model, the ‘virtuous cycle’ (thanks Stefan Powell!). By getting the human stuff right you get: longer service (higher retention, enhanced corporate knowledge), fewer sick days, people that understand the customers and the supply chain, and that operate collaboratively not competitively for the good of the company and the humans associated with it, (rather than in-fighting which always slows business, reduces collaboration and terminates creativity).
By operating systemically any knock on / lower order effects of proposed changes will be better understood (& highlighted), and changes suggested by those involved will be more beneficial to the organisation and its ecosystem. There will be more openness, trust and psychological safety to speak out when something isn’t working — this in a combined package leads to more creativity. Customers, stakeholders and suppliers are more involved in decision making, and feel respected, trusted — this enhances the reputation of the company.
Then, people talk. The reputation of the organisation is enhanced, and profits; now, that’s brilliant for everyone! Whether you’re public sector, industry, or third sector.
I have a set of questions that I start with , when I am dealing with organisations of any flavour, to find out where we’re starting from. But I tend not to get much beyond the first. The responses to this question, curiosity & interest, coupled with some active listening & judicious open-ended questioning gives me all I need to know (e.g. a few ‘why is that’, & ‘tell me more about that system’). Responses to this question have lasted between 10 mins and 3 hours.
My questions for organisations:
* Tell me about an average day
What excites you about the organisation
What frustrates you
Where’s the fix
How would you define organisational culture
What are your personal values
What from these would you like to see in the company
What are you proud of in the business
How would you like the company to be talked about
What do you want to be remembered for
How would you communicate this
What could you do better
What would you’re answers be? What do you think your organisation could do better — will you ask others?
Have a wonderful Tuesday!
*In fact, I would challenge a lot of places that ask for degrees, or level of qualification without seeing the person. I know lots of very bright, educated people who shouldn’t be let near a management role, and lots of bright people who never went to university and can run people skills rings round their colleagues!