Reflections of the year, 2018
On Looking back over 2018 it’s fair to say it’s had its challenges. The benefits of running our own business have often been marred by the uncertainties that have surrounded the market place and the health and well being of our families.
We have often found ourselves working hard to stay personally grounded and not get blown off course or caught up in the chaos. It has been a year of practising what we preach ‘stay true to your purpose, connect with others and be compassionate by looking for the intent in people’s behaviours rather than reacting to their behaviour’. We continue to love what we do and thank everyone for the support they have shown, here’s hoping 2019 is a great year for everyone — Lynn & Norton
Do you recognise there is a ‘new’ curve for business leadership today?
You may have heard of the Sigmoid Curve…if not check it out as it’s a great way of recognising all businesses and products don’t last forever and they need to be continuously re-invented to keep up with current times. Charles Handy in his book the Second Curve’ is keen to remind us that the average life of a business has been reduced from 40 years to just 14. Globalisation, technology, interconnectivity, popular rebellion, an aging population and the state of the planet have all played a part in the accelerated rate of businesses needing to keep up with change.
As organisations continue to find ways of being sustainable, so they can be here for longer than the average 14 years there is a shift from ‘shareholder’ corporations to ‘stakeholder’ corporations. Leadership now needs to reflect this shift and recognise it’s not just about profit. Those leaders that will thrive in a stakeholder world are those which understand and are proactive in building and maintaining trust and recognise the power of purpose and meaning, at an organisational level and individual level. Leaders and corporations now need to pay as much attention to the humanistic motivation together with an economic motivation, in order for society and employees to make an emotional connection.
“People talk about businesses needing to be responsible as if it’s something new we need to do on top of everything else. But the whole essence of business should be responsibility. My philosophy is ‘We don’t run companies to earn profits, we earn profits to run companies.’ Our companies need meaning and purpose if they’re to fit into the world, or why should they live at all?”
Tachi Kiuchi, Former Managing Director, Mitsubishi Electronics
Take time to think about your own Purpose and the Purpose of the organisation you work for – Do they align? Do you connect to your purpose everyday and lead in a way which makes a difference?
5 Lessons we have learnt about Collaboration
During 2018 On Purpose have been supporting teams and organisations in their desire/need to collaborate. We have worked with Operators and suppliers. We have worked with JVP’s where relationships have broken down and JVP’s that are just starting out. The following are the 5 main learnings and insights we have had.
- We see organisations rushing into collaboration as a supply chain strategy without recognising the work that needs to be done to develop leaders who embody the ethos of collaboration. A leader has to have the mindset which is akin to collaborating. Many operate from a world view where we need to beat the competition (win:lose). A leader who is championing collaboration needs to come at it from a mindset of win:win.
- The bedrock of trust is required for collaboration to work, building this type of trust requires effort and is an investment. We see many leaders inadvertently destroying trust through their behaviours and withholding information. When time has been invested in creating a solid foundation of trust, we have seen organisations and partnerships make a step change in the way in which they can collaborate and increase performance.
- We observe a predominant leadership culture existing within the oil and gas industry, one which is male driven and uses the power of hierarchy to control and call the shots. This goes against how collaboration works and a shift in leadership culture is required. This will require a significant amount of effort as it’s an unconscious bias.
- Where organisations invest time and effort in creating an internal culture based on trust and collaboration the leaders are more able to engage collaboratively externally with JV Partners or the supply chain.
- Legal and commercial departments need to be involved in collaboration initiatives at the start, so they understand the agreed ways of collaborative working and don’t continue with adversarial behaviours which are contradictory to building and maintaining trust.
To see what we are doing in the ‘Collaboration’ space for organisation, teams and individuals - please click here
Would you like to know the secrets to developing a Collaborative Mindset?
Here in Aberdeen the need to collaborate within the oil and gas industry has become a word people are tired of hearing yet struggling to really make happen. On Purpose have been exploring the greater need for a collaborative mindset, what this means and the added value it brings for leaders within any type of organisation.
During a one-day Master-Class you will gain insight as to the real need for having a collaborative mindset within the world of leadership. What impacts and gets in the way of a collaborative mindset and how to maintain one.
Dates for the next one:
Please e-mail Lynn if you’d like to attend or want more information firstname.lastname@example.org
Our Shop Window
We've recently relaunched our website. We are now offering training and facilitation under the following themes Purpose, Collaboration and Compassion to the following audiences Organisations, Teams and Individuals. We have organised and tweaked our services to deliver under these themes as they are very current in the field of ‘thought leadership’.
Do you leave your feelings at home….!!
We are starting to see a shift in the way emotions and feelings in the workplace are not just being ignored and swept under the carpet. With mental health initiatives gaining momentum and more media coverage of ‘it’s good to talk’ and share our feelings, leadership and organisations need to change. It’s no longer an excuse to say, ‘I’m from the North East and male so therefore I don’t do feelings.’ We haven’t yet met anyone in the workplace who hasn’t experienced the feelings of love, sadness and frustration, we just live in an environment where we have been told to leave our feelings at home and not bring them to work. Yet the way in which we connect with others is through our emotions. The psychology and neuroscience behind connecting with others is fast gaining momentum and research is showing so many benefits from having healthy relationships with others, including our working relationships. So maybe it’s time to ditch the stiff upper lip and become more comfortable with the fact we are human and that means we operate through a complex set of emotions on a daily basis, we don’t just leave them at home.
Connect with us
How are you impacting your workplace culture?
‘All leaders cast a shadow’ is a phrase which is often used, but how often do you think about the impact of the shadow you are casting? It is estimated that the average person born in the western world will meet 10,000 people in a lifetime. With that in mind broaden the term ‘being a leader’ to not just within the workplace but within the whole of your life. That’s 10,000 people you will cast a shadow upon, 10,000 people you will impact in the way in which you interact with them.
I can remember being a shy and quiet 16-year-old Venture Scout who loved the outdoors. Venture Scouts run their own units together with leaders who support, guide and advise. One day a leader of the Unit decided to put his trust in me and encouraged me to become chairperson. It wasn’t something I had wanted to do. Being shy and quiet I didn’t even have the courage to say no. Before long I found myself chairing meetings and having to voice my opinion. With the support of the leader I started to find my voice.
The impact that leader had on me and the shadow he cast was profound. One small act of extending trust has helped me to become the person I am today. I still have moments when I wobble and want to resort to being quiet and shy, but they are just wobbles. At On Purpose we hear daily how leaders within the workplace dislike the culture of their organisations. With many rounds of redundancies and continuous change many of the shadows being cast are not cohesive to building trust and creating environments where everyone feels safe to contribute, belong and thrive.
Maybe you feel powerless to change your workplace culture, but you can start by changing your shadow and determining how you will impact 10,000 people.