How to unlock human potential   

100 years.

2021 marks the 100th anniversary of my grandfather founding our predecessor firm. 

What can we do to build and sustain an organization for the long haul?

Focus on workplace culture, Fred Kofman writes in his brilliant book Conscious Business.

It begins with leadership. Fred tells us the strongest determinant of an effective, healthy culture is conscious leadership. The most efficient way for an organization to improve is to develop consciousness in its top managers.

Conscious leaders create conditions where associates can realize their potential and blossom as professionals and as human beings: “Nothing is more vital for exceptional performance than conscious management,” writes Fred.

What happens when conscious managers fully commit their energy to the organization’s goals?

Magic.

This energy creates an environment where associates are encouraged to “investigate the world with rigorous scientific reasoning and to reflect on their role in it with equally rigorous moral reasoning,” Fred writes. “They are invited to contemplate their own selves, finding what it means to live with virtue, meaning and happiness. 

“They are also asked to think of their colleagues as human beings, rather than ‘human resources.’ 

“Finally, they are required to understand their customers, offering them products and services that support their growth and well-being.” 

Being conscious means we take responsibility for their lives, Fred explains.  We don’t compromise human values for material success.  We speak truthfully and listen to others with honesty and respect.  We follow through on our commitments and seek creative solutions when disagreements occur.  We are in touch with our emotions and express them productively.

Unconscious associates do the opposite.  They claim to always be right, blame others when challenges arise, and seek immediate gratification regardless of ethics. 

“Conscious employees are an organization’s most important asset,” writes Fred. “Unconscious employees are its most dangerous liability.”

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Reflection: Reflect on the overall level of workplace engagement at my organization.  Where are the biggest areas of opportunity?

Action:  Journal my answer to the question above.

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