According to a recent Gallup state of the American workforce report, improvements in employee engagement have been sluggish despite significant increases in Organizational Development spending:
We know that the command and control paradigm, which has been so effective in driving productivity in the past, is now outdated. Having reached a point of diminishing returns, further improvements on the productivity axis (which is where most OD spending is allocated today) would be minimal and come at a high cost of employee well being. Indeed all around us we are witnessing relationships falling apart, burnouts, and a huge exodus from corporate headquarters. According to the same Gallup poll only 21% of employees agree their performance is managed in a way that motivates them to do outstanding work.
The HUMAN SPIRIT is yearning to be expressed
On top of the mounting pressure that employees are feeling to deliver MORE in faster and cheaper ways, we also notice something very interesting happening with the younger generation entering the workforce. They don’t seem to be as motivated by power, prestige and money as our generation or the ones before us. Instead, the millennials aspire for meaning and a sense of purpose in their job. Being told what to do and how to do it goes against their inherent desire to express their creativity and make a difference in the world. The Deloitte Global Human Trends report for 2016 states that only 7 percent of companies have accelerated leadership programs for Millennials.
The coming together of these two forces – an outdated value creation paradigm AND a younger generation who are more motivated by self realization than self preservation – makes the current organizational value creation model unsustainable. Continuing to do the same things in a radically different environment simply creates more frustration, pain and a waste of precious human resources. In order to move forward we believe that the command and control style of leadership needs to be replaced with a more trusting and inspiring way of being with each other in organizations. As leaders our job has to shift from telling others what to do, to helping us access our creativity and discover for ourselves what the right next steps are. This is a radical change, not only in our DOING but even more importantly in our BEING. For example moving from a CONTROLLING to a TRUSTING mindset is not a skill we can learn in a training or workshop. Instead it is an inner transformation that only happens when our own personal journey of pain or frustration leads us to renounce the old and open up to something new.
The realization that people and organizations change when they are ready to change, rather than when they are told to change, had a profound impact on our journey to establish BEING at Full Potential. Instead of being advocates for change, we have decided to put all our energy into awakening and inspiring people to the immense POTENTIAL that lies ahead when we do the deeper work on ourselves needed to unleash our full Human Potential. We figure that if we can make this highly subjective, and often misunderstood, area of the “inner being” (mindsets, attitudes, worldviews and perspectives) more concrete and attractive by linking it to the priorities that are important to organizations, then maybe we can also inspire and accelerate the desire for change.
It’s this vision of making deep transformational work more accessible to organizations that led to the creation of the Human Potential Model and the Human Potential Assessments. Our vision: A world where every individual and organization fully expresses its Human Potential, and our motto: When the BEING comes alive the DOING thrives continue to inspire everything that we do, AND how we do it.