Human Flourishing + Aligned Human Capital Strategy + Invention
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The document outlines strategies to foster human flourishing and invention within organizations, emphasizing the importance of purpose, engagement, empowerment, diversity, and meaningful conversations. It raises critical questions about culture, stakeholder needs, and the integration of values that contribute to a thriving workplace. The authors seek to partner with organizations committed to creating an environment that inspires creativity, well-being, and positive change.
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Human Flourishing + Aligned Human Capital Strategy + Invention
- 1. Hi there. Want toencourage human flourishing and invention in your organization? We do.
- 2. Why is inventionimportant to your success? What conditions are required for human flourishing?
- 3. What conversations dowe need to catalyze to ensure human flourishing and invention are priorities in your organization? What will the impact be?
- 4. Let’s walk togetherthrough elements and questions that will transform your culture and encourage human flourishing and invention.
- 5. The quest formeaning is the key to mental health and human flourishing. Viktor E. Frankl
- 6.
- 7. Engagement • Do people know how their day-to-day ac7vi7es impact the purpose of the organiza7on? • Do team members receive regular and effec7ve feedback regarding the impact they have on living their purpose and values? • Do team members feel valued for their unique contribu7ons? How might we engage them and find out?
- 8. Empowerment • How do we build a sense of freedom to create? • How do we encourage and support self-organizing teams? • What beliefs or mindset do we need to embrace in order to empower others to engage with and actualize posi:ve transforma7on? • What is at the root of resistance? Why is dissonance important? How might we engage team members in crea7ng win-win solu7ons?
- 9. • Why is diversity important to organiza7onal success? Do we hold diversity as a core value? • What is the posi:ve impact of having individuals represen7ng all dimensions of diversity on our teams? • How have we integrated the need for diversity into our human capital strategy? What drama7c ac:ons will we take to ensure diversity at all levels - is the norm? Diversity
- 10. For human flourishingand invention to take root we must understand stakeholders’ needs, consciously create a human capital strategy aligned with your desired culture, and provide the light of effective communication.
- 11. Stakeholders • How are you catalyzing meaningful conversa7ons with stakeholders? Do you understand your stakeholders’ latent needs? Are you mee7ng and exceeding these needs? • Do you see team members as key stakeholders in your organiza7on’s success? How do we truly engage team members and create an environment of trust? • What might the impact be if you focused on win-win solu7ons with all key stakeholders?
- 12. There is nopower for change greater than a community discovering what it cares about. Margaret Wheatley
- 13. Culture • What does your current culture reveal you care about? • What beliefs around human nature do you want to shape your culture? How have you engaged team members in co-crea:ng a shared vision for your culture? • How will we integrate key culture elements into your organiza7onal structure, strategies, systems and prac7ces? What will the impact be on human flourishing, inven7on and organiza7onal health?
- 14. One way tothink about change is that the way to change a culture is to change the conversations. Joel Henning
- 15. Conversations • What do your current conversa7ons reflect about your culture? What are key messages? Do you ensure clear, consistent, aligned and transparent communica7on? • Do you view all conversa:ons, priori:es and ac:ons through the lens of your purpose? • How do your conversa7ons establish, repair or maintain trust? What impact do your conversa:ons have on shaping a healthy, vibrant and inclusive workplace culture?
- 16. What are thebeliefs you hold around human nature? How do these beliefs shape your culture, systems and practices? What is the impact? Let’s explore key elements of your human capital strategy and how we might change the conversation, and catalyze a healthy, vibrant and inclusive workplace culture.
- 17. Selection • How will you select for purpose and values alignment while ensuring diversity on your teams? • What knowledge, skills and abili7es will build capability? • How will you ensure your selec7on process is streamlined, fair, and equitable? How will we engage team members in iden7fying crea7ve prac:ces to integrate into the selec7on process? How will these prac7ces reflect and support a healthy, vibrant and inclusive culture?
- 18.
- 19. Belonging • What does it mean to belong? • What is the experience of belonging? How will we create a sense of belonging and togetherness? • What will the impact be on the mental, emo7onal, physical and spiritual well-being of team members? What will the impact be on happiness and produc7vity?
- 20. • How do you focus on what people are doing well? • What are mechanisms for providing regular and effec7ve feedback? How do you ensure team members feel aligned and connected to their purpose and values in their day-to-day ac7vi7es? How do team members define high performance? • What is needed to create an environment that supports healthy ‘high’ performance? Have you asked your people? High Performance
- 21. As humans weare naturally creative and whole. We possess an infinite energy within us. We are powerful creators. As organizations how are we tapping into this unlimited human potential and recognizing it?
- 22. • How you incen:vize reflects what you value - so what are you demonstra7ng you really value? • Have you engaged team members in providing feedback and ideas around crea:ve ways to recognize each other? • How have you made recogni7on meaningful and - the way we do things around here? Are you open to new ideas? Why is this topic important? What are essen7al intrinsic mo7vators? Recognition
- 23. Motivation • How do we ensure team members feel a sense of purpose, autonomy and mastery in their work? • Do teams set agreements and determine how conflict will be dealt with? • How do we support teams in developing high levels of trust, healthy work prac:ces and harmonious work environments?
- 24.
- 25. • What will have teams and your organiza7on thrive? • What is your desired leadership culture? How might we engage team members in this conversa:on and integrate ideas into your development strategy? • What knowledge, skills and abili7es do leaders need in the future? How are we developing these capabili:es now? Development
- 26. Success • Who contributes to the overall health of the organiza7on? How do we define health? Who demonstrates through their beliefs and behaviors elements required for human flourishing? • How is the value of diversity represented in choices and decisions made around who succeeds? What does it mean to succeed? How will we engage all team members in this conversa7on?
- 27. Do you believewe live in an interconnected world where our thoughts, words and actions have an impact? What is needed to thrive in an uncertain world? What additional elements contribute to human flourishing, invention and the impact we co-create? What do we need to consider now?
- 28. Systems Thinking • How do we encourage all parts of the system to work together for the benefit of the whole? • What conversa:ons and strategic interven:ons might we focus on - over a sustained period of 7me to ensure posi:ve transforma7on? • Do you believe your organiza7on is a living system, opera7ng in an interconnected world, where change happens as awareness shiHs?
- 29. Nimbleness • How do we ensure a nimbleness and agility in our organiza7ons? • Is our desire to predict and control greater than our ability to sense and respond? • What capabili:es allow us to move comfortably in a world of uncertainty? Are we developing and placing value on these capabili7es?
- 30.
- 31. Divergent thinking isthe route, not the obstacle, to innovation. Tim Brown
- 32.
- 33. Room to Breathe • What impact is a go, go, go mindset having on the mental, emo7onal, physical and spiritual well-being of people? • What impact does room to breathe have on our ability to create, innovate and the overall health of our human community? • How are we suppor:ng team members in developing healthy resilience to stress, and inspiring individuals’ emo7onal, spiritual and systems awareness?
- 34. What if …invention and achieving results are outcomes of an environment that inspires human flourishing? What if … the mood we create influences productivity, well-being and engagement? As leaders do we believe we are responsible for creating environments where everyone thrives? What is the impact when we replace self-interest with service? What might your legacy be?
- 35. Legacy • How do you want to be remembered? • What will your impact be? • What mood do you desire to create? • How will you contribute to the health of our human community and natural world? What is your purpose?
- 36. We want to workwith you ...
- 37. … to ensure human flourishing andmake people’s lives better.
- 38. Our Code is: 1. We challenge the status quo – it is who we are. 2. We celebrate differences and encourage crea:vity. 3. We are commiOed to con7nuous learning. 4. We are vulnerable and compassionate. 5. Catalyzing posi:ve change is what we do. 6. If we aren’t making people’s lives beOer, we need to change what we are doing.
- 39. Want to consciouslycreate a healthy and inspired workplace? We’d love to hear from you.