Featured Post - Beautiful organisations

It would be inconceivable to think that a life could be lived without making mistakes. We make mistakes all the time, daily in fact. Our lives are actually so full with mistakes it’s surreal. Each mistake is a touch point, an opportunity to reassess the result against a perceived alternative outcome. Through this experience reflection occurs and intrinsically we know to move towards improvement. The time it takes to demonstrate proficiency in that newly acquired chunk of awareness is dependent on our own mindset and that of the collective surrounding us.

Organisations are networks. They are social by nature simply because people work in them, and they work with others. This network of mindsets influence our own perceptions and our abilities to attain the ultimate goal of life, love.

Love of what you do, with those you love most.

It is within the reach of every organisation to improve their culture. Not only is it within their reach, it is a fundamental duty of the organisation to improve their culture, for the welfare of all its stakeholders. The organisation’s existence therefore is to compassionately nurture those that give it life. It’s a symbiotic relationship.

Just as it is inconceivable to think a life could be lived without making mistakes, it is also inconceivable to imagine a life without enjoying learning.

Mistakes and learning are connected, one doesn’t exist without the other and both benefit from the existence of the other. As an organisation’s existence is dependent upon the outcome of those mistakes and learning opportunities, and it’s purpose for existence is to nurture the welfare of its stakeholders, then it is clear to see where improvement in culture can be achieved.

Kevin Roberts describes his ‘schooling’ at Procter and Gamble, and in this short quote he captures the essence of a culture required for people to love what they do, with those they love most.

“He constantly gave me responsibility before I was ready and then provided me with a nurturing environment that when I failed, it felt ok, and I learnt very quickly.“

Those who lead an organisation, need to do just that, lead. They need to embrace an open culture of learning from mistakes and they need to display their own mistakes and learning openly. They need to create an, “it felt ok”, feeling for each and every one of their stakeholders. In striving to attain this culture, a great deal of love will be generated. This love is only attainable as a direct result of the mistakes and learning being visible to all. Culture is reformed when a swelling of compassion and empathy occur, which over time converts into trust. It is that trust that makes organisations great.

It is our duty to create beautiful organisations by appreciating the mistakes people make and by encouraging and nurturing a culture of love for life long learning.

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