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A home for the Conscious Business community in the UK


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Are you living your Purpose?

There’s a current resurgence of interest in the idea of Purpose, as it relates to business. Aaron Hurst with his book the Purpose Economy and company Imperative, and Jeremy Heimans over at purpose.com seem to be hammering social media with the idea that purpose is not just good for people, but that it is also good for organisations and the way we run our businesses.

I am pretty unlikely to disagree with that. I also think purpose is important, for both people and organisations

Of course, purpose itself isn’t a particularly new idea in business. It has existed in the form of ‘Mission’, ‘Vision’ and ‘Values’ for a long time, and while people like Umair Haque have brilliantly lampooned these more traditional forms (in his book Betterness, for example) it continues to be something that comes up regularly with clients. “Help us clarify and communicate our purpose” they ask.

But the more of this work I do the more I realise that the really critical thing with Mission or Purpose, or whatever you want to call it, is ‘living it’.

Again this isn’t a particularly new idea – people have called this ‘walking the talk’ for as long as I can remember.

But I am not sure that particular injunction – ‘telling’ people to live it, to be it – really helps that much. I may want to “walk my talk”, but I still find it hard.

So here are some simple things you might choose to do that I believe will help you live your purpose.

Have a Purpose

First of all, it’s is good to have one, obviously.

But there’s a dilemma in that. I am going to focus in this post less on finding or discovering a purpose because I think there may be nothing to find. I don’t think purpose is a thing, and therefore we cannot find it like a pot of gold at the end of the rainbow.

Stafford Beer, the great cyberneticist, talked, I believe, in terms of POSIWID. “The Purpose Of a System Is What It Does”. This suggests that purpose is more ’emergent’. Like a rainbow it isn’t really there. But under certain special circumstances in combination with the way our eyes and brain work we can surely see it.

For example, my purpose today based on an observation of what I am doing, is to get out of bed and write a blog post.

I seem also to be in the throes of trying to raise a family, build a business, be a good citizen etc. Later I’ll make breakfast, go to meetings etc.

Notice that my purpose depends on a number of things, including the time of day, my role as viewer, as participant and so on.

The purpose gurus I listed above will, I am sure, provide useful methods to ‘capture ‘ your purpose as if it is a thing to be captured. There are audio books and books galore (contradicting myself, I have to say I rather liked Richard Jacobs’ attempt), and generally consultants and coaches love to do this kind of work.

And if you really want to clarify your purpose then I can recommend nothing better than a week-long silent retreat in the mountains of Wales or some other beautiful and remote place.

Maybe it is just me, but I think the assumption behind many of these ‘processes’ is that purpose will emerge as something tangible, words that you can, for example, engrave on a tablet of stone. A ‘calling’ that you can take along with you for the rest of your life, to steer you, to drive you?

But maybe purpose as a thing is hard to ‘capture’? Maybe it is too temporary, too contingent on circumstances for that?

Simply Noticing

So instead of a long search, or following a complex process, I suggest simply noticing. Being aware. Not just of our thoughts, but also of our feelings and our instincts. Noticing what you do and how you do it. Noticing is a conscious business practice and one we can do at any time.  It is especially best done, while we are acting – we sometimes call this reflexivity.

If you spend a little time on that then you’ll probably quickly notice that purpose changes. It changes from day to day, hour to hour, minute to minute and even second to second.

If I am eating lunch with a friend my purpose is probably something to do with enjoying the food and conversation. Or maybe I am trying to get something across, or share something, or get some support.

At a business meeting an hour later, my purpose might be completely different. I may be trying to build a very different kind of relationship.

Yes, I may be able to see a pattern in my purpose. I seem to want to build a business day after day after day. My need to feed and clothe and educate my children does not go away.

Seeing purpose as changing makes me want to explore it all the more. I can learn more about my purpose by enquiring into it, enquiring into all these facets, discovering what it means, and what I am about.

Am I Living My Purpose?

But when I do that, and I guess it is the same for many people, I notice that there are also plenty of times when I don’t seem to be following my purpose. I find myself distracted. Or I find myself doing something completely at odds with what I think I want to achieve.

This happens most often in groups and teams. For example, my purpose, as I might name it when entering into a meeting is to be unconditionally constructive, collaborative, and help people, including me, find the best solutions to whatever issues they face.

But what happens? Sometimes, almost the opposite. I might notice myself behaving destructively. Perhaps causing as many problems as I solve.

Again noticing, I believe, is the key to unpicking this. By observing what I am doing, I can ascertain a new facet to my purpose, something I may have been previously unaware of.

Maybe I am more competitive than I thought and I am engaged in a bit of sibling rivalry. Maybe I have learned some habitual ways to get my need to feel outraged met, and I am exercising this by blaming other people and their failings.

Again, simply noticing will probably give me all the clues I need.

Beyond noticing – community and conflict

So noticing is great. But for me, noticing also isn’t enough. When I become more aware of what is going on it helps, but it doesn’t necessarily help me break out of the habits I have formed.

This is one reason why I like the Do Something Different system – because I believe it can help us break those habits – of mind and body – which keep us in our comfort zone.

And the other thing that I believe is completely necessary if I want to live my purpose is trust, and conflict. Echoing Patrick Lencioni, we have found again and again that a group of people won’t enter into conflict unless there are high levels of trust amongst the group.

A healthy form of conflict is necessary for someone to do me the huge favour of pointing out my failings. If you are going to point out to me that I am not living my purpose, and, believe me I do want you to do that, you risk me fighting back.

We risk conflict every time we point out to someone the difference between their espoused position (what they say they will do) and what we actually observe.

But being open to this feedback and being in a group of people brave enough and caring enough to give accurate feedback is, I think, really the answer to living my purpose. Few of us are saints – few of us have the awareness to always notice when we stop living our purpose. And even fewer, myself included, have the willpower to do much about it.

We need other people, we need a community around us that will give us that ultimate gift of clean, unencumbered feedback.

Being personally open to that feedback isn’t easy, of course, but the skills and conditions that allow trust and healthy conflict to arise in a group are fairly easy to learn and practise. There are better ways to converse than those we learned in the playground or in our first families.

As a group, we can learn to break collusion, and see reality.

I’d love to hear what you think? Does this make sense? Is your purpose more easily fixed than the way I describe it? Are my assumptions correct, or way off base?

What is your purpose?
And are you living it?

Pointers

Aaron Hurst – Purpose Economy book company Imperative

Jeremy Heimans purpose.com

Betterness by Umair Haque

Richard Jacobs – Find your Purpose

Patrick Lencioni

Do Something Different

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Women and Conscious Leadership

Taken from the forthcoming spring ‘e-Organisations and People’ journal – For more information and to purchase a copy look here. This article asks whether the time is finally right for women to take on leadership roles without needing to give up their core values, needs and behaviours.  Evidence is put forward showing how essential it is to include women in leadership roles if we want to attain a sustainable future.  Lasy Lawless explores what might prevent that from happening.  She considers how much of this problem is self imposed and how much of it relates to gender politics in the workplace.  She asks each reader to do one thing to accelerate change.Keywords: Inequality, women in leadership, gender, prejudice, diversity and sustainability

My discovery of gender prejudice

I grew up on a farm in a large family in Ireland.  There was an equal number of boys and girls in my family.  This description probably conjures up a stereotypical image of simple country folk following strict catholic doctrines, women in the kitchen supporting men in the fields.  But that’s not what it was like.  My mother was the first female to study law at Cork University.  She experienced severe prejudice from male lecturers, who assumed she chose the subject to be the only female amongst men so that she could flirt with them.Despite being awarded a first class degree, she never got to work as a lawyer.  In those days the economic policy to address unemployment was that women gave up work when they got married.  Those women who did not go on to have children simply struggled to contribute and to live full lives. This background set the scene for my upbringing because in my home we never distinguished between male and female roles along traditional lines.  Boys cooked and girls worked on the farm – if that suited our strengths, rather than tasks that were assigned based on our gender. So natural was this to me that it wasn’t until I actually entered the workforce in 1980 that I discovered gender prejudice and I found it both shocking and stupefying.  It simply made no sense to me.

Slowly it dawned on me that although women were a core part of the workforce, they rarely ran companies, sat on boards or shared equally in rewards. Throughout my twenties I watched and learned just how agonisingly slowly systems of power change, irrespective of whether they are effective or satisfying.  I have oscillated between irritation with the system, rage at men and frustration with women themselves, each playing a contributory role in ensuring that change cannot be immediate. However, in the last ten years I think I can see the roots of a sea change.  I hope that when we look back at the noughties we will all be as shocked and stupefied as I was in the 1980s.

Conscious capitalism for gender equality?

And I believe that conscious capitalism is the movement that captures the attitudes and values that will make it possible for women to take their rightful place as equals in the business world.  I believe that gender equality requires three major shifts:  a new economic structure, the buy-in of men and women being more assertive. Conscious capitalism is that system.  I will try to address the other two conditions later in the article.Conscious Capitalism by Mackey, Sisodia and George (2013) identifies some key qualities of the conscious leader.’Conscious leaders abundantly display many of the qualities we most admire in exemplary human beings.  They usually find great joy and beauty in their work, and in the opportunity to serve, lead, and help shape a better future.  Since they are living their calling, they are authentic individuals who are eager to share their passion with others.  They are very dedicated to their work, which recharges and energises them instead of draining them.  Conscious leaders commonly have high analytical, emotional, spiritual and systems intelligence.  They also have an orientation toward servant leadership, high integrity and a great capacity for love and care. (Mackey, Sisodia & George 2013, p183). While so many of these qualities are gender neutral, others (love, care, emotional intelligence, sharing passion, servant leadership and helping shape a better future) are attributes frequently associated with women.  They might even be described as nurturing or maternal characteristics.

Because of the roles traditionally played by women – supporting partners, enabling children towards independence and reaching their potential, running households and finances, it could be said that women have been in training for leadership positions for thousands of years. ‘Conscious business’ is a way to describe organisations that operate within a conscious capitalist structure. Conscious businesses positively encourage women to embrace leadership roles outside of the home, but this is only the structure.  For real change to occur we need women to step into the roles and demonstrate our effectiveness in leading.

So what are the issues that women will have to address if they choose to step into leadership roles?  I think they fall into two main categories – things that women need to do for themselves, and things that men need to support us with.  Equality for women is happening slowly, but for change to happen quickly both genders need to collaborate.  The greatest hurdle is to raise general awareness of the challenges and of the amazing opportunity if we address the issues.  We need to take the conversations out from the feminists and futurists to every layperson. The major challenges we face are: women’s preference for collaboration over competition; scepticism about how their accomplishments will be reported by journalists/men; women’s fear of being humiliated by being judged on how they look rather on their accomplishments; young girls low aspirations based on their lack of belief that they will succeed; and ignorance by female graduates of the benefits of working in SMEs rather than in corporate cultures.

Collaboration vs competition

It would be easy to idealise women and to pretend that they completely avoid conflict or competition.  They don’t. But research shows that there are significant gender differences in frequency when entering into ‘winner-takes-all’ types of competition, and yet no significant gender gap in other types of competition.   Women are averse to entering competitive forums that result in a single winner walking away with the prize and the kudos, but women are equally competitive where the agenda results in rewards for the majority (Niederle, M., & Vesterlund, L. 2007). Conscious leaders believe that the most successful and sustainable results come from including the interests of all stakeholders – employees, investors, suppliers etc  rather than simply focusing on shareholders short term returns.  Conscious businesses need leaders who favour collaborative, empowering attitudes rather than ‘shareholders-take-all’ behaviours, and women compete as frequently and as successfully when these conditions exist.

Respect for the long-sightedness of how women compete needs to be applauded, rather than their aversion for winner-takes-all outcomes to be portrayed as a weakness.  After all, we have seen the outcome of pure capitalist attitudes – the majority lose while the minority continue on in a self-serving manner. I ran a workshop this week for “Women in Leadership” that included an hour of dialogue with three significant female leaders.  I was struck by their passion to share success and power, which was reflected in these three responses: “In the Green Party we spent a long time considering how to do leadership so that it was not something that we did to people, but something that we do with them.” Caroline Lucas (First Green MP). “When I got above the glass ceiling I threw the ladder down so that other women could climb it.” Polly Toynbee (Journalist for The Guardian). “I have never knowingly turned down any conversation with anyone who wanted to talk about their career development.” Penny Thompson CBE (CEO of Brighton & Hove Council). These responses were not constructed to gain PR advantage.  They were authentic responses embedded in answers to various questions on “Women In Leadership.” It demonstrates their natural preference for “power with” as opposed to “power over”.

Scepticism about the press

I am currently working with an amazing female MD running a successful international business. The company is a conscious business moving towards employee ownership.   A year ago I invited her to speak about the company’s culture at a business event but she found the idea horrifying.  Besides a fear of public speaking, which is a common fear for both genders, she just didn’t trust the media to get that the success of the company and its culture was down to her team and not to her alone. She was not going to risk her team feeling undervalued. Since then I have introduced her to books and articles on conscious capitalism and very, very gradually she is becoming hopeful that there is a growing appetite for change in how business is done.  We need to get more information about conscious business out to women so that they know there is a system that absolutely relies on the feminisation of business.  I believe that they will take the risks necessary to step out of the shadows if they have faith that something is changing.Caroline Lucas resigned as formal leader of the Green Party after four years because she “had benefited so much from the position and she wanted to pass on that opportunity to someone else in the party”.  She told us that the press could not accept this explanation and so instead they were creating stories about an affair or her mental health.  This is the type of personal assault and misinterpretation that women risk when we openly offer an alternative explanation for our motives than the winner-takes-all model.

Fear of humiliation regarding personal appearances

Women fear the limelight of greatness because they risk being judged on their appearances rather than on their accomplishments.   68% of girls across all groups agree with the statement “ability”. At the workshop that I mentioned earlier, Penny Thompson told us that when a picture of her appeared in the paper after her appointment and announcing her amazing prior achievements she had to tolerate comments on her appearance such as suggesting she “use her huge salary to do something with her hair”. The most atrocious recent example of what women have to endure is captured here by the Financial Times about the first female prime minister of Australia: “Few politicians in a western democracy have endured such personal abuse as Gillard, whose three-year term as prime minister ended in June amid a welter of recrimination about the nature of Australian society and its treatment of women in top jobs”. (Parker, 2013)

But the Welsh-born lawyer did not go down without a fight. Gillard reflected on her role as the country’s first female prime minister: “I’ve been a little bit bemused by those colleagues in the newspapers who have admitted that I have suffered more pressure as a result of my gender than other PMs in the past but then concluded it had zero effect on my political position or the political position of the Labor party.” With tears in her eyes, she talked about what her term as prime minister might mean for other female leaders: “What I am absolutely confident of is it will be easier for the next woman, and the woman after that, and the woman after that, and I’m proud of that”. While this type of attack didn’t stop Penny Thompson or Julia Gillard from embracing leadership roles, not all women are resilient or brave enough to survive it.  Just as it is not every man who is brave enough to be a Nelson Mandela or Ghandi.  It takes a huge amount of self belief and faith in the underlying higher values for a person to put themselves consciously in these positions.  What we really need is the support of men, the press and all powerful thinking individuals everywhere to make this kind of ignorant behaviour a thing to be ashamed of.

Young girls’ aspirations

Women lack self belief in their ability to succeed in business.  Girls across every level of affluence are almost 10% less likely to believe they could start their own business than boys of a similar level of wealth.  (Click for link to survey results.) For me, this is the most depressing piece of research available.  When I compare this perception to how I described my beautifully, naive beliefs in my teens it feels tragic.  We need more female role models in all walks of life.  Change of this type has to begin at home. So if you are reading this article, make one little change – point people towards Guardian Women, attend an event to support women in leadership (there are loads of them), vote for female leaders, challenge the status quo in companies.

Corporate careers vs SME offers

Women do better in SMEs, and SMEs do better because of women.  The number of women on FTSE 100 boards has risen from 15% in 2012, to 17.3% in 2013 (Dr Sealy, 2013 – Link). Career breaks, bias and having babies certainly account for some of the shortfall but it cannot account for all of it and gender prejudice must account for at least some of it.  In contrast, recent research also found that 80 percent of family owned businesses are more gender balanced, having at least one female director and that this diversity meant that the companies were less likely to fail than companies with less diversity (Myers, 2013 – Link). The study highlighted the fact that family-orientated goals such as preserving unity, wealth and providing employment for family members may also contribute to their survival.  The team analysed data of over 700,000 medium and large private family and non-family firms with an annual sales turnover of at least £6.5 million, a balance sheet total of at least £3.26 million and at least 50 employees. This information is available to corporate boards but because they are so entrenched in traditional thinking and averse to taking risks they often appoint women as a token gesture and to appeal to corporate social measures rather than in the full understanding that they need to do this for their own survival.  We need this kind of thinking and behaviour to change.

Some hope

I think it is significant that although conscious business culture is only recently emerging as a solution to addressing the pitfalls of capitalism, and that democratic management and empowerment are being touted as the way to run successful businesses, it was an exceptional female political scientist – Mary Parker Follet – who wrote about it almost a century ago.   Her work was largely ignored by business writers, all men, until recently. “Follet was profoundly interested in society and how one could attain personal fulfilment while striving at the same time to create the well-ordered and just society.  The answer, she concluded, lay in democratic governance, an abiding belief that was to inform all her activities and become the goal that inspired her for the rest of her life”.  (?Graham 2003, p: ?)  In ‘Prophet of Management’ (2003), Pauline Graham explores the reasons that she was so ignored by her peers – was it a sign of the times or simply because she was a woman?   Like my mother, Caroline Lucas, Polly Toynbee, Penny Thompson and the female MD mentioned earlier,

Mary Parker Follet continued to say what was true for her despite being ignored or misinterpreted by her male peers.  It is remarkable how ahead of her times she was, and it is testimony to her message that approaching 60, and without any experience in the business world, she became a management thinker eagerly sought after by the business communities of both the United States and England.   Those business leaders, mostly men, were also ahead of their time.

Summary

Conscious business is a successful, sustainable way of addressing the failure of pure capitalism.  Conscious leaders require additional qualities that have been traditionally described as feminine.  Companies that have at least one female director significantly reduce the risk of business failure and conscious business culture was originally captured in the writings of a woman over 100 years ago.  So all of this bodes well for women who are ready to aim for leadership roles.  And having a more balanced mix of the genders across business leadership roles would appear to  lead to more sustainable success for everyone. It would seem that the time is ripe for women to share more equally in leading the world towards a better way to do business.  It is now up to women to embrace the moment and aim for greatness, for the good of everyone, rather than fearing the comments of small minded individuals.  It is also up to men to support women in the journey because it has finally become clear and evidenced based that this is the only intelligent choice for us all.

References

About the author

Lasy Lawless is passionate about change and transformation. She likes to combine this with pragmatism, strategy and business focus. Her approach is person-centred – which means, she expects and supports others to take their own, full responsibility.As a trained accountant, Lasy worked for Big Finish – a conglomerate of TV and film post production companies – at a time when that world was being radically changed by digital technology. As Group FD, after 10 years sitting in over a dozen boardrooms devising strategy, she realised that the old ways of doing things were finished. Traditional power structures no longer delivered.That’s, at least in part, why she re-trained as a psychotherapist. Lasy believes that understanding what motivates people, and how to create strong challenging relationships at all levels, is the single most critical success factor for any business. Lasy is one of the founding partners, with Pete Burden and Jamie Pyper of Conscious Business People, a consultancy a business consultancy helping leaders build 21st century business cultures. She can be contacted  via  http://www.linkedin.com/in/lasylawless.


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Extreme innovations in employee welfare

Jack Hubbard, CEO Propellernet
(Extract from Winter eO&P AMED journal edited by Rob Warwick and Pete Burden)

Jack Hubbard Cartoon

The business world puts profit before people and in doing so cuts off its nose to spite its face. Inspired people and goodwill in relationships are where the true value lies in a business, but in an effort to organise and industrialise we stifle people and throttle value. Jack found that the tools and ideas of the business world were not fit for his purpose as CEO and has been on a 10 year journey trying to build a new mindset and toolset, one that recognises and harnesses human value potential. In this article Jack shares his credo and some of the thinking and initiatives that have helped him on his journey.

Having recently topped the Guardian’s honours list, Propellernet is officially the best small company to work for in the UK. Our company is also accredited with the Investors in People Wellbeing Award and made the Worldblu list of the most Democratic and Free Workplaces in the world. And because of our complete commitment to the health and happiness of our staff, they return the favour by delivering outstanding work, market beating growth and record profits. We were also recognised as the Best Agency and for the Best Campaign at the European Search Awards earlier this year.

The credit for this success belongs to kind hearted MD Nikki Gatenby, everyday genius Gary Preston and the diverse cast of wonderful characters I am privileged enough to work with. For my part, as CEO, I strive to hold a vision and space for them to do their thing. I believe the way to make a company the best version of itself is by hiring outstanding people and creating a culture within which they can become the best versions of themselves. In this article I share my thoughts on how the business world gets this wrong, and how we get it right.

 

People create the future

For the last 150 years the prevailing business paradigm has been one of industrialisation, globalisation and automation. The business world strives to do more at a lower cost. As a result, products and services that were considered high value just a few years ago have been copied, commoditised, automated and outsourced to Asia. Creating more of the same stuff for less money belongs to the robots and the Chinese, so creating better stuff is the only way to go for us.

This is the business of innovation and it is done best by companies who invest in their people because the requisite qualities for innovation (curiosity, creativity and adaptability) are fundamentally human attributes. Innovation is done best by people who embrace the uncertain future with a spirit of adventure, compelled to design a better one. A culture of fear kills this spirit.

Business at its core is about people working together to meet their needs and improve their situation. It is a tool to serve people, not the other way round, as is often forgotten. Employees and customers are human beings and the things that really matter are how these people feel, think and relate. Business is a design tool for improving the things that matter in life, and we should use it for this purpose; to improve life for employees and customers.

 

We are Superheroes

When we start a job, we are given a job description. How we perform this list of tasks is measured through our appraisal process, which forms the basis for how the company values our contribution. Our employer only places value on our ability to perform a narrow set of tasks. We are encouraged to limit our potential, which is why Clark Kent hides his cape at work.

Billions of years in the making through nature’s great evolutionary design, we human beings are pretty special creatures. We are amazing in ways that are beyond our own comprehension and have many superpowers we don’t even know about yet.

At Propellernet we encourage full use of super powers. Every one of our superheroes has a rich tapestry of history behind them and a world of possibilities ahead of them. As individuals they are vast reservoirs of energy, alive with experiences, ideas, contacts, dreams, opinions, emotions and abilities just itching to find a creative outlet. We are discovering new superpowers all the time, and as a team we’ll save the world from the clutches of evil.

 

There’s no accounting for people

The business world is run by accountants but accounting is not about people, it’s about numbers. Accountants regard people as unpredictable liabilities. We have lives, get sick, change jobs and exercise rights. We are an obstacle to profit and a cost to be minimised. HR departments too often exist to protect companies against the legal repercussions of treating their employees badly. Is it any wonder people get sick or leave in search of a better life?

I believe people should be accounted for as assets who appreciate in value over time as they develop relationships, goodwill, knowledge and ideas. The more a company invests in each person, the more of themselves they invest into the company and the more valuable they become as an asset. This value is not recorded in modern accounting practice and until it is, bad decisions will be made at the top, destroying value and creating a mess on the shop floor.

Financial reward is an important but small part of investing in people. People need to rest, to learn, to be inspired, to be challenged and to grow. We all have different needs at different times in life, the most important thing is to be interested in people beyond their job role and invest time to get to know them.

 

Growth isn’t always good for people

Small businesses want to get big enough to be bought out by big businesses so that the founders get rich. Big businesses want to get big enough to become PLCs so that their executive team can liquidate their stock and check out before it all goes tits up. The unsuspecting public then acquire what’s left through pension schemes and wind up holding worthless shares in something they know nothing about, have no control over but are dependent upon for retirement. We blindly chase arbitrary targets around a hamster wheel to serve a system that will ultimately screw us over. Ask your mum or dad if their pension was as good as they were led to believe.

Companies chasing this dream often grow too fast and go pop. More clients increase service headaches, more employees increase HR headaches and more products increase administrative headaches. I don’t know anyone that likes headaches, so why does the business world dedicate so many resources to producing them? Ironing out these issues is easy for an agile gymnast, but impossible for an unwieldy juggernaut. Growing a business of value and happiness is a worthy pursuit, but scaling a business full of suffering is toxic and should not be allowed. Stay small, iron out the pain and scale the joy later.

 

Employees make great shareholders

Many businesses give away big chunks of equity to outside investors, particularly in the early years, because they believe they need money to hire staff, develop products and find clients. They invariably regret it and there’s no going back. If you are creative and keep things lean the money from your early clients will finance cash flow. This way you learn valuable discipline, stay in control of decisions and see a greater share of the rewards.

If you want to sell shares, sell them to your best employees. If they can’t afford it, get creative, there are ways. These people understand your business better than anyone and know exactly what to do to grow the value of it. If they have a stake they will drastically increase the value of the company, along with the value of any remaining shares you hold.

Employee owned companies perform brilliantly because the people who best understand the company retain control of key decisions and share the rewards of good performance.

 

Pay your Fun Taxes

When you have fun, the tax man assumes it can’t be work and taxes you on it as if it were salary. If a business expense can be seen to provide a level of enjoyment to employees it is deemed as a benefit in kind and subjected to an extortionate fun tax. The Inland Revenue assume that work is meant to be miserable and don’t understand that you might be inspired to create something of value while climbing a mountain, dancing in a forest or gazing upon the northern lights. Their perverse logic leads them to believe that the most valuable work gets done in drab offices under fire of angry bosses and RSI injuries.

Most companies ban fun because the fun tax makes it too expensive. Christmas party budgets are slashed, benefits are scrapped, employees become miserable, they leave, then profits start looking miserable. We think it’s worth paying fun taxes and go to great lengths to maximise fun levels despite the cost. We create beautiful workspaces, throw outlandish parties, take adventurous holidays and feast at fine restaurants. And guess what, we boost the economy, attract and retain top talent and do world class work.

 

Champion Wellbeing

When we feel great we do great work and so we are always looking for new angles on health and wellbeing. Meditation, yoga, Pilates, reflexology, head massage and mind clinics can often be seen taking place around our offices, and we regularly invite experts to talk to us on a wider range of wellbeing subjects. As a result we have a caring, healthy and happy culture. If our people experience adversity in life, we are there for them and try to signpost them to appropriate support networks such as doctors, counsellors and legal aid, often picking up the bill.

We encourage the creative arts and have sponsored employees through courses as diverse as glass blowing, improvisational comedy, street dance, pottery and learning to draw. This has strengthened the foundations of our culture and unleashed a wave of creative energy which has driven many innovations. The learning to draw course, for example, sparked a revolution in visual communication which has transformed the work we do with clients.

 

Art for Inspiration

The ever curious Sophie Tanner was astounded by how interesting her colleagues were and saw this as the company’s primary asset. She set about interviewing everyone and documenting their life story, what kind of childhood they had, their philosophies, hobbies, ambitions, favourite music, what animal they saw themselves as. She hired a local artist to draw a cartoon scene capturing each person, commissioned the build of a beehive room and placed a cartoon world for each of our people in a honeycomb cell. Sophie’s “Honeydrome” is a powerful metaphor for our collective intelligence and a great example of art for inspiration.

For a new starter it can take years to get to know just a few people, now they can get to know everyone on day 1. Employees can see that the company places value on the fullness of who they are in life, not just what they delivered at work today. And when we lack empathy for a client project we have a visual signpost to the parents, the skiers, the travellers, the foodies, the musicians, the fashionistas and the yoga teachers.

 

The richness of the Honeydrome

rich honeydrome

 

Will it make life better?

Nikki Gatenby and I were inspired by Olympic gold medallist rower, Ben Hunt-Davies. His crew in the 8 man boat were average at best and without the natural talent of Pincent and Redgrave. They had toiled away for years and gotten nowhere. They had to try something new so they replaced their training programme with a single question, “Will it make the boat go faster?”
They all came up with ideas, and every idea was put to the test. Over the months, bit by bit they discovered many ways to make the boat go just that little bit faster. On the big stage their boat went the fastest and the underdog crew each picked up an Olympic gold medal.

It wasn’t a lengthy plan or set of arcane principles. It was a simple mantra that drove their behaviour every day in a way that would achieve their desired goal. We loved its simplicity and wanted our own one: “Will it make life better?”
The real purpose driving us, the motivation for getting out of bed, turning up every day, hungry to run a great business and deliver great work over and over again, is to make life better. Now if we are ever unsure, we simply ask “will it make life better?” and the way becomes clear. Consequently life keeps getting better.

Instead of making happiness a goal for a tomorrow that may never come, we design it into our everyday experience. And we become more successful tomorrow because we are happier today.

The glorious Dream Machine

The dream machine

 

Revenue-per-person

To calculate revenue-per-person we divide revenue by the number of people in the company. It is this number we are driven to grow because it indicates the relative resources available to make life better for everyone in the company. If we doubled revenue and doubled staff numbers, revenue-per-person would remain the same and there would be no more money to make life better with pay rises and perks. More of the same growth means more work for the same reward. Revenue-Per-Person is aligned to our true purpose of making life better and powers innovation to create more value, not grow more volume.

 

The Dream Machine

When we achieve our revenue-per-person target we make a dream come true by drawing a dream ball from our giant yellow 80’s bubble gum dispenser, our very own “Dream Machine”.

We ask everyone to consider their dreams in life, the things that would really make life better for them and we help them understand how they can influence company performance in a way that will make theirs and other people’s dreams come true.

Our business plan is to make everyone’s dreams come true. It gives us a reason to dream and puts us in control of achieving our dreams. Steve and Jim are off to the Rio World Cup next year, Alan is riding a motorbike across Africa.

 

Making life better begins at home

Only by discovering the fullness of what life has to offer am I in a position to share it, and by living as an example I give the people around me permission and inspiration to explore life and pursue their own dreams.

 

Steve and Jim are off to the Rio World Cup

dream machine

As a mere mortal, time is not on my side. So I seek extreme experiences which help me learn about life in an accelerated way. I’ve scaled the Matterhorn, danced on pirate ships, driven the getaway car from a jail break, challenged CEO’s in their boardrooms, eaten 30 courses in a single day and performed on the main stage at Glastonbury.

This of course is the ultimate in work life balance, but it isn’t as easy as it sounds. There is an oppressive assumption in the business world that if we enjoy something, it isn’t work and doesn’t create value. It’s as if we equate the level of suffering we endure to the amount of value we create. When business leaders behave in this way, sacrificing health, family life and happiness for the cause, they set a destructive precedent for everyone around them and create a culture which sacrifices people on the altar of profit.

Don’t get me wrong, I totally love making life better for myself on company hours, but because it’s not the normal behaviour the world expects from a CEO, I find myself swimming against the tide to make it work, and this can be exhausting. As long as I stay positive and focus my intentions on holding a vision, living the values and making life better for people, I can trust that I’m doing my bit in holding the right space for everyone to do their thing.

Staying positive is an essential part of it, and here are a couple of the practical brain tools I use.

 

Curate Positive Beliefs

We attribute meaning to our experiences through our belief systems. We all have different belief systems, which is why different people experience and perceive the same events in different ways.

For example, I choose to believe that everything happens for a reason and that it serves me in some way. So when something doesn’t go my way, instead of affirming the negative “bad things always happen to me” which will only help you make more bad stuff happen, I instantly think the infinitely more helpful “OK, that wasn’t meant to be for a reason because there is something even better that it would have prevented happening.” Then my mind searches for something better, finds it and makes that happen instead.

I curate my beliefs like a football team and field the team I know will score goals. I’m always scouting for talent and will regularly try out a new player. If they perform badly they’re out. Only consistent performers maintain their place in the squad.

The act of believing tricks the mind into perceiving our experience in ways that are consistent with that belief. I also choose to believe the mind is just another muscle to be put to work for the benefit of my greater self, so I have no problem deceiving it.

Developing an awareness of a conscious self beyond simple mind function in this way enables me to understand people and situations from a broader and more objective perspective. This is a vital skill for business leaders with responsibility for vision and culture.

As this awareness becomes more habitual, I find I can switch off my mind, relax and allow the world to make good things happen in my space. Less effort seemingly delivering better results.

 

Star in your own movies

The media promotes a belief that life is happening somewhere else, and we can only observe it from the sidelines. This gives us a feeling of powerlessness over our lives. When I came to realise this I stopped reading newspapers and watching TV and started paying more attention to my own world, the physical one that I actually live in and can influence.

A friend recently joked that I was too busy starring in my own movie to have time to watch the ones on TV. I thought that was a powerful metaphor which captured it nicely, so now I choose to see myself as a screenwriter and producer for my own life. I write the scenes in my mind then watch them unfold through my eyes. It’s great, I get to play all my favourite roles and cast all my favourite people in all my favourite places.

When you get really good at producing reality it’s essential to stay positive because our moods and emotions control the sort of films we make. If we feel negative we might make drama and horror, if we stay positive we can enjoy action, comedy and romance.

 

Whatever next?

I said earlier that putting people first isn’t an altruistic principle and that’s because for 20 years I have had my own dream that has motivated me to overcome the countless challenges along the way. I close my eyes and this is what I see.

I’m living in a large chalet, surrounded by lush green forests and snow-capped mountains, the faint sound of a waterfall crashing in the distance, wild deer grazing in the valley and eagles soaring high up above in clear blue skies. This is my base of operations for a lifetime of adventures. I select the mission, assemble the team, consult with experts, gather intelligence, pour over maps and check equipment. We set out, the fires of excitement in our bellies. We return, enriched by new experiences and treasured memories. Then we feast.

Tomorrow I fly to the Alps where I am viewing 8 chalets in the valley of dreams. Next year my team will be joining me on a host of new adventures designed to make our lives better. Feel free to join us.

 

Heroes and influences

Here are some of the great people and ideas that have helped me along my journey.
Endless inspiration for conscious business – Karen Smithson
World class mentoring – Simon Conroy
Inspirational Spaces and Dream Machines – Nicola Gobat
Will it make the boat go faster? Ben Hunt-Davies
Freedom and democracy in the workplace www.worldblu.com
Wellbeing and creativity courses www.evolutionarts.org.uk
Business as an enabler of dreams – The Dream Manager by Matthew Kelly
On lifestyle design – The 4 Hour Working Week by Tim Ferriss
A spirit of adventure – Vagabonding by Rolf Potts
Right brain business – A Whole New Mind by Daniel Pink
Embracing change – Who moved My Cheese by Spencer Johnson
The importance of values – Built to last by Jim Collins
On hiring – Who by Geoff Smart
How the mind works – Blink by Malcolm Gladwell
Effective brain management – Unlimited Power by Anthony Robbins

 

About the author

Jack Hubbard is CEO of Propellernet
info@propellernet.co.uk

 

About eO&P

eO&P is an e-journal published by and available from the Association for Management Education and Development (AMED), a charity and membership network for business people interested in knowledge, innovation and networking in the digital age. The Spring 2004 edition of eO&P, guest edited by Pete Burden and Rob Warwick, will be published in April. AMED are always looking for guest contributors.


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Conscious Business Discussion Paul Levy & Jamie Pyper

A brief chat about conscious business…

http://rationalmadness.files.wordpress.com/2013/02/paul-levy-and-jamie-pyper-on-conscious-business-feb-2014-1.mp3

Jamie_200x300paullevy


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Conscious Business Leadership – A Checklist

 FEBRUARY 10, 2014 BY 

roots4

By Jamie Pyper and Paul Levy

“The old leadership models increasingly no longer apply. A new type of conscious leader is emerging whose style is fit for 21st century purpose.” Jamie Pyper

There’s been a lot written on leadership in recent years. We’ve heard of visionary leaders, charismatic leaders, strategic leaders, and even servant-leaders.  Less has been written about conscious leaders. Conscious Leaders lead conscious businesses.

A conscious business is a business that is able to sense internally and externally in real time. It is awake and aware, a bit like a person, not just in its “head” but also in its ability to sense emotions and act on intuitions. A conscious business is led, not only by one or more leaders but also by leadership as an inherent process. Leadership can arise in different people, at different times in a conscious business, even though there may be people designated with the more permanent role or title of “leader”. In a conscious business, leadership never becomes stuck in habits. It is flexible and emergent. Leadership is a conscious activity inasmuch as it forms itself appropriately around organisational needs.

The leader in a conscious business will tend to exhibit some identifiable behaviours that reflect the notion of being “conscious”. Here we present some of the major elements of conscious leadership that we have identified so far in working with conscious businesses largely in an European context.


Nine Characteristics of a Conscious Business Leaders

Conscious Business Leaders…

  1. …are reflective, and invest in lifetime learning

  2. …act as enablers not dictators

  3. … distribute power where it is needed

  4. … share credit

  5. … share knowledge

  6. … are collaborative

  7. … are future focused

  8. … invest in relationships with all stakeholders

  9. … are awake and responsive to real need rather than a filter for their own ego


A Deeper Dive…

Conscious Business Leaders are reflective, and invested in lifetime learning

Too many businesses are almost compulsively in ‘action mode’ for too much of the time. Too many leaders tend to equate “busyness” with productive business. Yet silence is vital in so many areas of performance. The silence of a pause in a play, and the silence of resting after a long day. Silence and pausing are the essential spaces between activity. They are opportunities to pause to reflect. When we reflect on our experience we can turn that reflection in learning; we can develop wisdom from experience. That wisdom can be put to good use, but only if we take time to reflect. Reflection is an essential part of the ‘cycle of learning’. Reflection helps us to harvest wisdom from experience.

A conscious leader experiences reflection as being as essential as being active. Reflection is the means of making action more productive and effective, via the process of learning that arises: Learning from mistakes, learning from success, identifying knowledge and skills gaps, developing new insights for innovation.

Reflection is a life time process, necessary as long as we are in action. A conscious leader practices reflection and ongoing learning and embeds this as a critically importantbehaviour in the rest of the organisation.

Conscious Business Leaders act as enablers not dictators

In a conscious business it is a sign of strong leadership that the leader enables work to get done. This isn’t about ordering people but, instead, encouraging “order” around the realisation of work in action. The leader directs, not the work, but the narrative, holding the role of providing overview when needed, guidance and direction when situations rise into such complexity that a “helicopter view” is needed. The leader inspires others (literally “breathing in”) by acting on behalf of the organisation and sensing externally and internally needs to be done , then becoming the assertive and motivating mouthpiece for it The leader articulates direction through dialogue. The leader holds authority as a role not a rule. Authority is given by the organisation. Leadership is always a response to the organisational and community need. That response will often be proactive, anticipatory. Sometimes it will be reactive, arising from a direct response to urgent, real time signals.

Conscious business leaders, when needed, articulate the conscience of the organisation, encourage its conscientiousness, and raise the quality of its consciousness. A conscious leader waves the flag for the need for the business to act consciously and consistently.

Conscious Business Leaders distribute power where it’s needed

Conscious business leaders are never power-mongers. Power in organisations to the more or less bounded permission and resources to get things done. When power is linked to formal consequences and threat, people are “forced” to comply. When power is born of dialogue and freely given mandate, it becomes “empowerment”. A conscious business leader, with an often unique helicopter view, senses the power needs of the organisation ensuring resources, and mandate to act is located where and when it is needed, with whom and for how long. The culture of the business is one of respecting power to act; power is temporary and moves in different places. In a company making computer games, project leaders may become very powerful at different times. Power is given to enable work to get done, not to boost egos or allow power games. A conscious business leader removes power when it is misused.

A conscious business needs leaders who understand power as resources mandate to act in the best interests of the organisation. It is a skill and draws on negotiation, diplomacy, assertiveness and dialogue. It requires humility and sensitivity, an ability to be flexible and to hold a clear overview. Literally, with this kind of power role, comes great responsibility (Response-ability!).

Conscious Business Leaders share credit

Egoism can be what gets a dream realised. It can also atrophy and become a barrier to consciousness. Conscious Businesses do not set their employees up against each other. Motivation tends towards being intrinsic. Self-motivation is linked overtly, not to bonuses and “prizes” but to organisational need. Employees are committed citizens, freely committing to the organisation’s evolving purposes, exiting when that commitment wanes. Self-esteem arises from personal and collective victories and successes. Naming and celebrating success energises and this is recognised fairly and consistently by conscious business leaders. Conscious business leaders are “tuned into” the local challenges of individuals and teams, as well as the overall business goals. When success is realised, celebration is specific and aimed at authentic recognition and motivation. Conscious leaders do not take the credit for the hard locally based work. Credit is also shared openly so that local learning from success can take place fully and usefully.

Conscious Business Leaders share knowledge

Knowledge is a vital part of internal and external “sensing” in a conscious business. Conscious business leaders ensure that knowledge is located where and when it is needed, in the right form and with as much clarity, accessibility and accuracy as possible. Knowledge is never couched in bullshit and unnecessary acronyms. Knowledge is never “tossed over the wall” nor is there information obfuscation or overload. Knowledge sharing is focused on learning, proactivity, needed reaction and innovation. Often a conscious business leader ensures that the right “inquiry” is taking place – targeting research and the asking of questions to elicit further knowledge. Conscious business leaders foster a climate of openness to enable knowledge sharing. Staff are trained to knowledge share effectively, and the conscious business leader leads by example.

Conscious Business Leaders are collaborative

A conscious business does not respect departmental or functional boundaries that inhibit openness, learning and flexibility. Roles and job descriptions are designed to capture the needs of the moment, and are never fixed forever. A collaborative culture pervades, through skilled overlap between systems, shared access to knowledge as needed. Collaboration involves developing trusting group behaviours, internally and externally. Trust is a core value and forms part of the leadership’s strategic agenda. Conscious Business Leaders do not lock themselves away on office, are accessible and treat others as colleagues, bot subordinates, trusting that their “strategic leadership role” will be honoured and respected. When don’t mind being told what to do because they trust the role of the leader and “suspend disbelief” in favour of longer term trust. Equally, there is no collusion of niceness, and feedback is welcomed in ALL directions.

The business uses collaborative platforms (including digital platforms) that foster collaboration, seeking synergy where collaboration creates a whole that is greater than the sum of the parts.

Conscious Business Leaders are future focused

Through a culture of continuous learning, the conscious business leader harvests learning from the past, clearly senses emerging business needs in the present, and then ensures a realistic and inspiring vision is created, shared, agreed, and regularly reviewed. This vision is based on a pathway into the future that the organisation is awake to and committed to. Consensus has been reach where, even if there is disagreement, all have authentically committed to the plan of action.

The future begins to reveal itself and the conscious leader articulates this, adapting to it, and ensuring the vision is never unhinged from emerging “reality”. This is always openly shared and also open to correction from real time feedback from internal and external “viewpoints”

The future is never framed in unrealistic dreams and, though the leader may offer a “vision” for the organisation, sometimes this vision will be offered by other people inside or outside the organisation. Not all conscious business leaders are personally “visionary”; some will articulate and realise the vision created by other connected to the enterprise. In all cases, the vision is drawn from a clear picture of the “future”.

Conscious Business Leaders invest in relationships with all stakeholders

A conscious business is only “conscious” in terms of the relationships that help it to sense effectively internally and externally. Conscious Business Leaders are an overview “hub” for that dialogue, ensuring that relationship nurture the quality of its consciousness as an organisation. A conscious business leader ensures that all of its stakeholders are able to give useful and often vital input into the organisation’s strategy and activities. Suppliers feel safe to be open and honest, and share in the schedules of the business, able to plan and innovative in harmonious ways. Customer feedback becomes part of the lifeblood of innovation.

The conscious business leader invests time and resources into the development of partnerships that enable learning, knowledge sharing, innovation, and the lean and effective use of resources.

Conscious Business Leaders are awake and responsive to real need rather than a filter for their own ego

Being a leader of a conscious business requires that leader to work on themselves – to remain awake and self-aware, in tandem with the organisation they lead. A conscious business leader will regularly “check in” with others, may have a mentor, and will seek out feedback on their own biases.

Conscious business leaders are humble. Their humility ensures that  their own ego doesn’t become a distorting filter for truth.This humility doesn’t mean they are weak or lacking in assertiveness; quite the opposite, conscious business leaders need to be highly responsive, prepared to challenge and to keep challenging, prepared to be formal and directive if needed. But this comes from organisational, not personal need. Conscious business leaders regularly check in with their own behaviour, attitudes and ensure their personal and professional development harmonises with unfolding change in the organisations they lead./


Some other elements of  Conscious Business Leadership

In our own research into, reflections on, and conversations with conscious business leaders, we’ve identified a range of other characteristics and attitudes that conscious business leaders often exhibit.

 Conscious Business Leaders…

  • show a willingness to take mindful risks (they do not habitually flee fro risk-taking, nor do they rashly court danger)

  • are eager listeners

  • demonstrate a passion for the cause (the core values and reason for the organisation’s existence)

  • are optimistic about the future (though this never clouds realism, they focus on the energising nature of consciously derived optimism)

  • find ways of simplifying complex situations for staff (because confusion born of over-complexity inhibits consciousness)

  • prepare for how they are going to handle conflict and difficulty well in advance (they are not fire-fighters)

  • Recognize that there are some people or organisations aren’t easy to partner with (so mavericks and introverts are employed openly and for known and agreed reasons with reasonable adjustments made)

  • Have the courage to act for the long term

  • Actively manage the tension between focusing on delivery and on building relationships

  • Invest in strong personal relationships at all levels (recognising uniqueness and the nuances of people)

  • Inject energy, passion and drive into their leadership style (as they hold a unique, strategic “whole picture” and are often first readers of “urgency” and priority)Have the confidence to share the credit generously

  • Continually develop your interpersonal skills, in particular: empathy, patience, tenacity, holding difficult conversations, and coalition building.

There are, undoubtedly, many other characteristics of conscious business leaders. Our nine-item check list above offers an attempt at a holistic view of conscious business leadership. We are continually adding to the list and developing it.


Contact Jamie Pyper at Conscious Business UK for a further conversation to develop conscious leadership in your business. See this for courses around Conscious Business.Visit the Conscious Business Realm


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CASS Report shows Employee Owned businesses more resilient

This is a great piece of research from CASS Business School. It shows that employee owned companies are at least as resilient as non-EOB’s in good times but have a huge advantage in hard times such as recession, outperforming non-EOB’s in growth, turnover, profits, productivity, etc.

UPDATE-Employee-Ownership-Report-January-14-2014

It’s short, to the point and there are graphs and picture to make it easier to digest. So why not have a read…


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Conscious Leadership: The Challenges of Empowerment

Laziness is my primary motivator when empowering others. If a thing is worth doing, I believe it’s worth getting someone else to do it.

This, however, is not as self indulgent as it might seem. I know that as a leader one of the first things I need to learn is to let go and trust others to get on with it.

I have not always been very good at this. However, over the years I have learnt why my old, more controlling ‘I’ll do it for you’ ways don’t really work and why empowering others is essential.

First off, lets look at confidence. My mother’s “Let me do that for you darling” – while I’m performing some simple task like making a cup of tea – is probably meant as an act of kindness. How I actually feel it is: “I am an idiot that can’t be trusted to make tea, despite the years of apparent evidence to the contrary.”

This not only irritates me but it also kicks my confidence, as it’s a tacit implication that I’m incompetent. There’s a subtlety to it though because cognitively I know I’m not, however I still irrationally feel it at some level and feelings tend to beat thoughts.

Learning is another key benefit of empowerment. In today’s fast moving, customer-centric world it is essential that everybody learns, and learns fast. Best of all is when they are so confident and engaged they take responsibility and drive their own learning.

When it comes to learning new things Mum is very much of the school of “probably shouldn’t try as it’s likely to be too difficult”. For me this is less than ideal. When I’m learning, what I really want is lots of encouragement and belief, as this helps me push through the self doubt.

Challenge is also very important to us. Solving something like a crossword puzzle or winning a video game is all the evidence we really need for this. Overcoming challenges helps us grow our self belief (or confidence) and it usually gives us a little frisson of excitement, and a sense of deeper resilience.

So why is empowerment so important? In my quest for a work free life, it is fairly obvious that once I let someone do something little – like a task I have handed them – then I  can give them more and more responsibility – until ultimately they are acting more like a leader themselves.

Effective leaders actively offer responsibility by distributing leadership power among the people that need it, allowing leadership to occur where it is needed most, often in the front line of business.  Most importantly this helps get a lot more done. It’s also likely to help teams be happier, more engaged and show more initiative.

It’s also probably helpful to think of leadership more as how you enable others to do what they need to do and then get the hell out of the way.

Although this is obvious in theory it can be quite hard to get right in practice. If you’re a control freak, for example, not only are you likely to be killing off your team’s motivation and innovation but you are likely to need more than a little help overcoming this urge.

A good and challenging place to start is delegation, and to get good at that. The more you are able to do this the more you are getting closer to allowing others around you to lead.

Inexperienced or untrained managers are most at risk of sabotaging themselves and their attempts to delegate.

The problem is, even if you are a ninja level engineer with technical insight gifted seemingly from the gods, management requires a totally and utterly different skill set and will exercise very different personality traits and emotional muscles, including some you might not have developed yet.

Many organisations miss this obvious fact and expect people to just figure it out, without proper investment in management training or personal development.

Not knowing how to be effective as a manager (common in those newly promoted to management) and without any help from those around them, before long the freshly challenged become frustrated and revert to what they do know – in this case “engineering”. They then start interfering with the “engineering” people in their teams are trying to do – showing them how they are doing it wrong and how the new boss can do it better.

As I said above, the thing most likely to undermine my confidence, motivation and general goodwill is poorly veiled criticism over my shoulder. Every “suggestion”, implies that I’m doing something wrong and thus can’t be trusted to perform the simple thing in front of me. And so I disengage.

Psychologically, I’m in a “double bind”: I’m feeling things are wrong even though I can see my way is working or valid. So I stop trying – because I’m wrong either way. I’ll go and look at what my friends on Facebook are doing instead.

Challenge is also removed – if my manager does take over and do my work for me. I lose the opportunity to learn. And, of course, I now believe he thinks I’m an idiot, so trust between us is destroyed.

It is worst of all when this exists at the top of hierarchies. Perhaps we are genetically predisposed to look up the hierarchy for tips on how to behave. So if someone senior is guilty of micromanagement, this crime can infuse the organisation below them like an unwanted inheritance.

An antidote follows. Let’s imagine the team player we’re delegating to is called Bob and he reports to me. Here is a way to set up delegation, broadly in line with the approach espoused by the late Stephen Covey. This is a mechanism that should catch any possible derailment and put the task back on track.

Bigger picture: I help Bob understand where he and what he’s doing fits into the bigger picture. What the organisation he is part of is trying to achieve. This taps into Bob’s sense of purpose and connects the task he’s achieving with that broader purpose. The context also helps him understand the implications if he does not get it done.

Ownership: I give Bob total ownership of the task. It’s up to him to get it done. This is so he is clear that no one else is responsible for achieving the desired outcome. No one is going to pick up his toys or tie his shoelaces for him. The buck stops with him. Essentially this is an invitation for him to “step up to the plate” of responsibility.

Expectations and Results: I also make sure Bob is very clear about what kind of results are expected. This will be helped if Bob already understands the bigger picture. It’s even better to ask Bob to consider the position of the other stakeholders and figure out what a good outcome for all might be.

For example, Bob might decide he needs to finish the project on time with a high quality, technically robust solution, and on, or under, budget.

Booby Traps: If there are some big obvious pitfalls in front of Bob then it’s only fair to warn him of these in advance so he can try to avoid them.

Support: If Bob is experiencing any problems, is unclear or struggling with the task, or if the delivery of the project is in jeopardy, I make it clear I am available to support to him to get through it, or to re-agree expectations. But I definitely am not going to do it for him.

Mistakes: Bob will undoubtedly make plenty of mistakes, we all do. This will help him learn and become more resourceful and do his job better, especially if all “mistakes” as are treated as learning opportunities. Not with punishment or disapproval, but with encouragement and support.

Feedback: Feedback should be a gift not a weapon. If given as a gift your teams will grow, develop and make you look good. If used as a weapon then your groups will regress, be generally unhappy and perform badly – they will be fearful of taking risks or “getting it wrong”. This kills innovation, creativity and energy.

Finally, having set all this up, you now need to live by the rules you’ve created. Again this is  basically because “monkey see, monkey do”. Other people will do as you do, not as you say. Any ambiguity also creates “wriggle room” – space to allow people to wriggle out of their responsibility. However, if you are consistently well boundaried and do what you’ve said you will do, the opportunity for others to wriggle will be minimised.

Good luck!