How is that in the presence of several decades of research, development and practice, truly people-centred organisations are so rare? What prevent us from putting into to practice decades of knowledge on why it’s important to place people at the centre of organisations, and how can we do it?
How is that with all the knowledge we collectively hold, so few practice and benefit from these approaches?
And more interesting, how is that, among the ones who do not practice, many look at “people-centred companies” as the “heroes” of modern business world? Such as Google, Apple or Zappos.
What lays in the path of companies and their managers that aim to be at the image of their “heroes” and can’t reach it?
Can it be related with some of those mental traps that hold’s back from walking the talk? Unchanged value attributions, certainty, self-selling beliefs or group-thinking bonds that make us rigid and enable to act.
I don’t believe in that version of manager that says: “I hate people and my first thought in the morning is ‘today I am going to make my team’s day a hell’ ”. Even if those bad guys exist, they aren’t the majority.
So, having the presence of knowledge and hearted-people, what’s missing?
There are a few topics I consider interesting to look at and explore.
Many of you may have heard these arguments, particularly if you are in the “people-centred sector”.
People and their idiosyncrasies bring more turbulence to these crazy times! Here there is a lot to say. But at least we should try do something new. If we can’t manage it, this doesn’t mean we can’t try to learn how to flow with it. Mastery only arises from practice. So yes, we should all devote part of our time to practice and master our ability with emotions and uncertainty.
Time is precious and we can’t waste it on “ethereal issues”. Intangibles are part of the equation, so time should be use to deal with tangibles and also invisible dynamics. Time should also be space to “update our mental software”, review the way we relate to all the elements that surround us.
Its impossible to please all people. It’s not about pleasing. People should be inspired to be responsible for pleasing themselves. It’s about having the opportunity to express and try to shape their aspirations.
Why involve the bottom on top agenda issues? They don’t have the necessary expertise; it’s not their role. Data comes from action-feedback. So there is a lot of valuable information among the all system, particularly in the periphery where the systems interacts with key players (ex:. customers). The voices from the margins hold a lot of wisdom.
Maybe by shifting our mind-set towards these topics we can start practicing all the knowledge we have accumulated. From social to cognitive sciences there is a vastness of paths to explore and use our highest human potential.
So what may be missing? Is it the courage to become Change Targets?