Every organisation embarks on a journey of evolution as soon as it’s formed.
If you had to describe the journey, how would you do it? What words would you use?
Some use colours: red, amber, orange, green, teal.
Some use analogies: wolf pack, military, machine, family, tribe.
I prefer the analogy method because it’s a language we can relate to and imagine the stage of the journey for ourselves.
‘Military’, as an example, we can relate to, because we recognise the presence of hierarchy, clear chains of command, discipline, formal roles and rank, following orders from seniors. And if you’re in the actual military, then that makes sense.
But if you’re in an organisation or industry type whose competitiveness and very survival relies on innovative thinking, radical ideation, autonomy, creative collaboration, experimentation, and healthy conflict to challenge the status quo, then having a military-style, process driven, command and control style leadership and structure isn’t going to support your organisation to succeed, or your people to thrive.
Of course that’s not to say that being in the actual military doesn’t require creativity and collaboration! Of course it does! But it also requires command and control, clear roles and rank to be successful.
I think if we could choose the type of organisation we want to be a part of, many would say ‘tribe’ or a word that describes something with a strong sense of community, diversity, belonging, a clear and compelling purpose, where people are passionate about their work and understand how they contribute to the shared purpose.
Where people have autonomy and the freedom to self-organise, but where there is also accountability and consequences for betraying the tribe.
Where there is compassion, curiosity, and people are valued over profit.
Where people can learn, grow and thrive, and feel that they are contributing to something bigger than themselves.
Where ideas are valued, challenges welcomed, everyone has a voice and is heard with respect.
This is the kind of community we hope to live in when we step out of work and go about our personal lives.
So what’s so far fetched about wanting that when we step into work (whether virtually or in person)?
If it’s what you really want for your organisation, and yourself, it is possible to build.
It’s a journey, sometimes a long one.
And coaching is beautifully placed to support people, including leaders and teams, to discover what direction they want their journey to take, and how they are going to get there, and who they need to be.
As the saying goes: “it takes a village to raise a child.”
Well, it takes committed people to create a work tribe.
Where is your organisation on its journey, and what, if anything, is getting in your way of where you want to get to? How can I help?
