An everyone culture : Becoming a deliberately developmental organization

365 Pages·2016·3.75 MB·English

by  Robert Kegan

Advance Praise for An Everyone
Culture
“Among the deluge of books on leadership and culture that are published every
year, only a few stand out as truly revolutionary. This book is one of them. It
should be required reading for anyone in the field of talent management who is
interested in dramatically accelerating the individual and collective capabilities
of people at work. I highly recommend it!”
—WILLIAM H. HODGETTS, Vice President, Enterprise Coaching and
Assessment, Fidelity Investments “Kegan and Lahey’s book Immunity to
Change fundamentally improved my life when I first went through its
exercises years ago, so I was eager to read their new book. It didn’t
disappoint. A thought-provoking and inspiring read, An Everyone
Culture shows how small changes can help organizations, and individual
leaders, reap huge rewards.”
—EMILY LAWSON, Chief People Officer, Kingfisher “This is a most
provocative and challenging book in asking us to consider seriously how
organizations can create workplace cultures that are effective as
economic entities and, at the same time, develop all of their leaders,
managers, and employees as human beings. If you want a book that will
make you think differently about what an organization could be and how
you could lead people differently, this book is for you.”
—EDGAR H. SCHEIN, author, Humble Inquiry “In this remarkable book,
Kegan and Lahey prescribe a radically new paradigm of organizational
life. They examine in detail three organizations—each an exemplary
performer in its field—that valorize the emotional growth of every
organizational participant and engage in unrelenting discipline to make
every aspect of organizational life a forcing bed for that growth. Not
since Deming extinguished Taylorism has anyone offered such a
profound challenge to our conventional notions of how to achieve
exceptional organizational performance.”
—HARRY SPENCE, Court Administrator, Massachusetts Trial Court “In a
world of constant change and ever-increasing challenges, companies
need to learn how to unleash the full potential of their employees. Kegan
and Lahey explain how organizations can become ‘deliberately
developmental’ to boost employee satisfaction while also achieving great
business results.”
—DANIEL VASELLA, MD, former Chairman and CEO, Novartis AG

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Copyright
Copyright 2016 Harvard Business School Publishing All rights reserved No part
of this publication may be reproduced, stored in or introduced into a retrieval
system, or transmitted, in any form, or by any means (electronic, mechanical,
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[email protected], or mailed to Permissions, Harvard Business
School Publishing, 60 Harvard Way, Boston, Massachusetts 02163.
First eBook Edition: March 2016
ISBN: 978-1-62527-862-3
eISBN: 978-1-62527-863-0
For our children and grandchildren, our nieces and nephews, and their children
—in hopes the future is filled with many more workplaces built for flourishing
Contents
Copyright
Introduction
Culture as Strategy
In most organizations, everyone is doing a second job no one is
paying them for. Imagine recapturing this energy—for the good of
the organization and its employees.
1 Meet the DDOs
If a particular kind of workplace were the best means of unleashing
both human potential and organizational potential, what would such a
workplace look and feel like?
2 What Do We Mean by Development?
Every business says it wants to grow its people, but almost no
business has a hard theory or scientific foundation for supporting
adult development.
3 A Conceptual Tour of the DDO
Edge, Home, and Groove
What are the critical features that set the DDO apart from business as
usual?
4 In the Groove
Practices and Practicing to Create an Everyone Culture
“So what actually goes on in these places?” Come see the other side
of the moon.
5 But Is This Any Way to Run a Business?
The Strictly Business Value of Being a DDO
“Okay, I see what it can do for its people, but what is the ‘strictly
business’ value of being a DDO?”
6 Uncovering Your Biggest Blind Spot
What You’d Be Working On in a DDO
Want to know about your own “growing edge”? Do this exercise!
7 Creating Home
Getting Started toward Becoming a DDO
Have a look at the way five different companies have begun their
own journey in this direction.
Epilogue
A New Way of Being—at Work
In the internet age, how much longer will we settle for an IBM
Selectric culture at work?
Notes
Index
Acknowledgments
About the Authors