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Five Keys to Unlock Human Potential and Solve ourMost Intractable Problems 03/07/2016 02:26 pm ET | Updated 15 hours ago
Great Work CulturesBringing together individuals, organizations, and networks to co-create a new norm for work cultures
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By Jeana Wirtenberg, PhD, president and CEO of Transitioning to Green
With talented business people squarely in the driver's seat, I believe we can createan inspiring, engaging path to solving our most intractable problems. As thecorporate agenda moves from reducing harm to acknowledging the criticallyimportant role business plays in the well-being of society, the new agenda will bebased on shared value for sustainable progress. First we need to unlock andunleash the incredibly talented people in organizations who want purpose,passion, challenge, and meaning in their work. Given the statistics on lack ofengagement of workers worldwide, we are sitting on a remarkable, underutilizedpool of talent that must be applied to designing businesses that actually increaseprosperity for all.
I firmly believe we can align the aspirational goals of business and society bycreating environments where all the talent -- millennials, GenXers, and baby
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boomers alike -- are engaged in purposeful and meaningful work. Here are fivekeys to doing just that.
Create shared value in the context of the megatrends
Mega-forces bearing down on business and society could overwhelm even themost optimistic among us. Confronting the impact of climate change, thehavoc of extreme weather, depleting resources, and their consequencesprovokes fear and paralysis for most people. Add to that our increasingenvironmental and human vulnerability regarding health, persistent andgrowing inequality globally, and many people are ready to throw up theirhands.
Looking through a sustainability lens, however, these same megatrendsbecome the fodder to propel us forward, individually and collectively. Throughthis lens we create meaning and give purpose to our work lives and bring outthe best talent. We see more and more companies are beginning to make thishappen.
1.
Develop core capacity for integrated thinkingThrough my recent work, I have identified four essential elements I believe arenecessary for integrated thinking as a core capacity. These include: systemsthinking, strategy development, collaboration and teamwork, and an integratedbottom line. Systems thinking includes the whole nested system, Earth, nature,societies, businesses, and how organizations and resources are inextricablyintertwined. Business cannot succeed in a society that fails, or a planet thatbecomes inhospitable to human life.
Collaboration and teamwork are holistic and personal. They thrive on frequent,cross-functional interaction, distributed leadership, and mutual respect. Thisensures that people are engaged, regardless of their level, and mitigates fearof failure by encouraging broad inputs into decisions reducing the likelihood offailure. Further, providing people with opportunities for cross-pollination,supporting spontaneous interaction, and both formal and informal mentoringincreases fruitful outcomes.
2.
Engage employees' hearts, hands, and mindsHere are three great examples of engaging employees' hearts, hands, and minds:
Capital One does an exceptional job of using innovative strategies to engageits employees with community-based organizations (CBOs). In the process,Capital One develops its own talent, improves employee engagement andretention, and enhances employee morale, all while improving communitybusinesses. Their Hands and Hearts "winning formula" consists of threedistinct types of involvement: focusing on their company's core competencies,and leveraging leadership throughout.
Ingersoll Rand integrates sustainability into the heartbeat of the company,engaging employees' hearts and minds through a variety of employee-centered initiatives. The company's One STEP Forward program uses STEPs(Sustainable, Transformative, Encourages others, and Personal), for easy,compelling, effective actions, that employees can take to personalizesustainability.
Caring Capital is a wonderful example of engaging employees' hands andhearts to connect companies to causes. Through highly engagingphilanthropic team-building activities, the company creates projects thatemployees make and donate to charities. I've brought Caring Capital several
3.
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times into both my undergraduate "Women Leading in Business" and"Employees and Organizations" MBA classes because it demonstrates how tosimultaneously boost collegiality across functions, enhance corporate pride,and help the community.
Focus on the positiveAs an organization development practitioner, I'm a believer in positive psychologyand use appreciative inquiry extensively. Most recently, I have become one of theearly adopters of an exciting project called AIM2Flourish. This initiative is aUN-supported platform that recognizes positive stories of profitable businessinnovations. AIM2Flourish seeks to change the narrative about business:
We believe that solving the world's greatest challenges can also beprofitable, and that business is a powerful force for good to create aflourishing world for all.
AIM2Flourish is creating a global community of students, professors, andbusiness leaders to create a worldwide resource for sharing positive businessstories, and becoming a catalyst for positive business change. AIM2Flourishinnovations are focused on the 17 UN Sustainable Development Goals. We areengaging students' hearts, hands, and minds to focus on identifying scalableor replicable innovations that simultaneously benefit business and society.
4.
Use gamification to capture the "aspirationals" Gamification engages the hearts,hands, and minds of students, managers and executives alike. The GlobStrat triple-bottom-line strategic business simulation is one of my favorite tools for promotingintegrated thinking. Players develop their ability to run a sustainable company forthe short, medium, and long-term. They participate in a multi-year, team-basedcompetition to learn about sustainable, triple-bottom-line business strategies andput them into practice. Using a cross-functional team design to boost mutuallearning, knowledge sharing, and creativity, the program inspires and preparesleaders to run purpose-driven businesses. Over 20,000 managers and executiveshave participated in this program, including those in my company's LeaderShip forSustainability program.
5.
Learn more about unlocking human potential on May 12-13 when leadingpractitioners and scholars gather at the University of Michigan Ross School ofBusiness for the annual Positive Business Conference. Join us, and together wewill explore the most inspiring and practical approaches to breathing life into asustainable future through positive business.
Jeana Wirtenberg, PhD is president and CEO of Transitioning to Green andco-founder and senior advisor of the Institute for Sustainable Enterprise at FairleighDickinson University. Her company helps organizations make sustainability amainstream, routine business practice. Her book Building a Culture forSustainability: People, Planet and Profits in a New Green Economy shows how toholistically integrate sustainability throughout the culture of organizations. Sheteaches employees and organizations/HR in Bard College's MBA in SustainabilityProgram, and organizational behavior in the Rutgers MBA program. Please connectwith Jeana at TransitioningtoGreen.com or via email [email protected]. Follow Jeana on Twitter: @jeanawirtenbergand @Trans2Green.
Follow Great Work Cultures on Twitter: www.twitter.com/GWCLeadLink
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