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What is this about that means something to us? - Coggle Diagram
What is this about that means something to us?
What and When
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Content
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Index Website
Main website
Measuring purpose
Activating Purpose
Trust
hese cultures tend to be open, compassionate and creative rather than inward looking, fearful and controlling. Purpose is able to live in the organisation and create value and impact because people implicitly trust in its authenticity.
“trust equals consistency over time. There’s no shortcut for either”. Jeff Weiner
What drives trust, allows purpose to thrive and transforms cultures is a marked difference in the organisation’s approach to people. Whilst it’s not always perfect, people tend to feel valued and trusted because management from the top to bottom is encouraged and supported to consistently act and behave differently. This is about managing compassionately, using a specific skillset that gives managers the knowledge and confidence to understand another’s point of view and take more time to listen and understand.
To create a culture built on trust requires a conscious and courageous choice for senior management, backed up by consistent and sustained focus.
Ownership
Organisations in which everyone feels an emotional investment exhibit employee behaviours of alignment and engagement. If you feel you own something you can’t but care strongly about its success, and work enthusiastically towards that goal.
People who feel ownership will also act autonomously to serve the good of the company, rather than wait to be directed
Autonomy is the source of agility in a world in which there just isn’t time any more to always be asking the boss.
Entrepreneurial businesses know a simple truth; people who own also care.
The critical point is that a feeling of ownership has little to do with who physically owns the stock. It has everything to do with belief. And the simplest and most compelling route to creating a culture of ownership with its attendant benefits of Employee Agility is to create a belief in the ownership of the purpose the organisation serves.
It’s then a matter of reframing the relationship between the company and the employees from one of control to one of self responsibility.
Assuming the purpose the business serves is authentic, compelling and well articulated, most people will instinctively feel a sense of ownership.
Context
“High performance people do better work if they understand the context…the best managers figure out how to get great outcomes by setting the appropriate context, rather than by trying to control their people”.
Reed Hastings, Netflix
Increasingly, people are required to manage in an environment where not only are the answers not clear but even the questions are not easily understood.