SUSTAINABILITY
Leaders and individuals in the pursuit of the growth agenda
mistakenly assume that everyone
should perform at their peak level at all times
achievement with support, rest and recuperation. Only then can individuals contribute at their best in the long term.
4. A development path Sustainable achievement is critical for development and none more so than in training where organisations often, in their bid to manage ever increasing workloads, send staff on training and then get them straight back onto the day job. Giving little chance for either embedding learning or fundamentally changing working practices. The counterbalance is a development system where each individual or team is able to learn well, reflect and apply their learning in their day-to-day work for the betterment of themselves and the business. Sounds idealistic but a simple yet adhered-to learning system can make all the difference.
Karen Tidsall
is CEO of
InterCHANGE People Development for more information visit
www.in- terchangepd. com
5. Structure and flexibility Today’s most successful organisations have sufficient structure in place to hold business activity but enough freedom for organic emergence and creativity to flourish. It’s a tricky balance to achieve. Too many processes and procedures lead to corporate suffocation. The solution is clever architecture which gives employees signs on a roadmap. There is a structure in place but it’s flexible enough to meet different types of customer needs. And the most
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evolved solution is where employees are able to co-create the experience with the client. LEGO is pioneering the way here with its creative platform where anybody can post a suggestion for a new product. If it attracts enough supporters and goes into production then 1 per cent of the revenue is shared with the originator. Virtually all products created in this way sell out. Paul Gilding in his book The Great Disruption points out that we will not respond to ecological sustainability when 50 per cent of biodiversity has been wiped out. But we will when 50 per cent of the value of our economy and lifestyle is threatened. And we’re at least 20 per cent down that road. Sustainable organisations give employees, teams and leaders the opportunity to perform at an optimum mental and emotional state.
A successful business rests on the capacity
for its people to think clearly, make considered decisions and maintain levels of motivation. They can only do this if well resourced. In sustainable achievement there is constant alertness which monitors the dynamic balance between giving and receiving, rest and effort, and using resources in a balanced way. This creates successful organisations which grow and contribute, that understand the difference between need and greed, and short versus long-term success.
September 2015
www.trainingjournal.com
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