The Cassie Partnershipliberating human capital

thoughts from the top

Paralysis or catalysts - you decide

A fundamental test of an organisation that is gaining the maximum return from its human capital is whether or not it is the "whole person" who turns up at work. Not the title, position, function or skill. But the person behind the name badge.

And another key indicator is that when meetings or events are held do they act as catalysts for what happens next or are they "dead zones" of people playing in their predictive positions?

In the latter scenario, participants are almost encouraged to have a detached mentality and to "cover their position". Stalemate breaks out and the organisation looks busy but is paralysed.

In the former, participants are vested with the notion that they are individually and collectively responsible for managing the consequences of what they have shared, discussed, learned and agreed after they leave the room.

And if they hadn't been paying attention this behaviour puts real pressure on leadership to decide which side they are now on?

Our belief and experience is that groups of people who want to achieve a goal are more successful than those who are told to.

Successful leaders increasingly have to focus on bringing disparate and often competing groups together behind the belief that underpins their vision.

Thriving communities are defined by groups of individuals held together by a common belief and a powerful sense of belonging. They lie at the heart of any successful society and increasingly every successful business.

They are a human organism - spontaneous combustions of people and ideas.

They are at best webs of affiliation not controlled by management. This very independence threatens many control-based managers.

And yet, it is their independence - their ability to breathe new life into an organisation so that it grows - where their real value lies.

They are the essence of productivity.