July 16, 2011
I find it curious that most of us seem to regard the current way businesses and other ventures organise themselves as a given; that somehow we have to change in order to meet the organisation’s need. If we think about it, then it is clear that the current way we organise is a blip. Harold Jarche summarises this beautifully in a recent blog post on “the jobs bubble”.
We have allowed three generations of “working for the man” to be seen as normal, and have demoted the value and power of our individuality. We seem prepared to be educated, trained and assessed based on our fit to the organisation, creating a lowest common denominator fit between our unique talents and capabilities, and the needs of “the job”. We undergo annual appraisals and “feedback” in order to shape ourselves to others perceptions of how we should be. It is hardly surprising then that “employee engagement” levels are at record lows.
What if;
- We focused primarily on understanding anddeveloping our own unique capabilities and passions, and how we wish to
contribute to those important to us? - Instead of accepting 360 appraisals, reversedthe process and considered how those we are working with help us pursue our ownpurpose? (It’s hard to soar like an eagle when surrounded by turkeys…………)
- We have the capability to find others who willhelp us. Social Networks have huge power beyond gossip. We do not have to
accept what we are given. - We recognised and accepted that we are not ourorganisations “most important assets”. That’s not a complaint – just a
statement of fact. Individuals and organisations have different objectives. Relativeharmony will exist whilst there is sufficient trust, common purpose and benigneconomic circumstance, but the moment ant of those fail, you’re on your own. (SethGodin has been doing some great work via the “Domino Project” that providessupport and inspiration for those who are making the journey to self reliance)
We are interesting – we change constantly – our brains are geared to it through neuroplasticity. We learn and adapt, even though we hatechange. We can learn to change faster, but we do change.
Organisations are different. They have a vested interest in not changing – change threatens manager’s status,market presence, investor confidence. They love the stuff they can analyse andjustify, and hate the emergent that they cannot. In most organisations, thereis an increasingly differential between the speed at which the talent in anorganisation changes, and the organisation itself. The casualties, when thetalent moves on, and the organisation finds itself stuck, are those who chose to trust the organisation to look after their interests.
The new focus has to be the individual, not the organisation.We can choose to develop ourselves, or “fit in” to the organisation. We canchoose to make the organisation work for us, not the other way round.
It’s not easy, represents real challenge and requires a newway of working and thinking. But I think Jarche is right – the last hundred or so years has represented a “jobs bubble”. We are now regressing to the mean. Our wellbeing cannot be delegated to an
organisation. We need to choose who we rely on, and we must find our own path, and choose who we work with carefully.
I think the younger generation understand this better. They are under few delusions of a job for life, or even a job with full benefits. Many of them are more willing to leave an organization once they’ve grown out of it. We all need that mindset. We should think of organizations (companies & bureaucracies, charities, etc.) as temporary structures that let people in them accomplish something of worth. All organizations need a kill switch the workers can pull.
I think you’re right. It amazes me however note we are still educating our young people on the basis that “they need to find a job” rather than connect with a purpose. Equally, here in the UK we are seeing significant redundancies in the 40 to 60 age group with little if any support other than a mechanical approach to finding another job like the one they have just lost. Dispiriting at best.
I think we need to find a different type of platform for people; one which is based on an immediate assumption of purpose and ability, and which facilitates engagement with resources and communities that will assist them. We need to recognise people-individuals-as the drivers of growth, rather than organisations. Difficult call, but we have to start somewhere…….
I agree that the current approach is so wrong. But, at the same time, at least here in the U.S., I’m not convinced that the average person is driven enough to attempt a different approach.
It’s the nine-to-five “corporate” mentality vs. the freelancer mentality. Being a cog in a big company’s wheels is easy. Actually working hard to make a difference is hard. Too many people want the easy route with the easy paycheck and built-in benefits. It’s sad when they lose their job and lack the skills and imagination to try something different.
To me, there’s nothing more rewarding than to make my own “flight path” — which I have been doing since 1990 after 8 years as a corporate paper-pusher. I am completely responsible for finding work, completing it satisfactorily, and learning the skills I need to move forward. Best of all, I make a good living doing the things I actually LIKE doing. How can anyone not find that rewarding?
People ARE the drivers of growth. Organizations these days seem designed to hold everything back, including the people that make them possible.