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Leading community construction

By Francisco Giménez Plano, CEO of Augere and Marià Moreno, general manager of Integral


Community Construction

To lead the construction of a community with all the people who interact with an organisation means to contribute to creating a world to which these people wish to belong and in which they wish to remain. Proprietors, customers, collaborators, suppliers and all of the groups interested in the company will form a community based on their wish to share a common space in the long term.

Community construction brings loyalty, knowledge and prescription. According to our investigations, a community maintains a high degree of loyalty, as it does not think of any other way to satisfy the needs that this community is intended to cover. Similarly, its members constantly prescribe to their community and give it all of their knowledge without restrictions, to enable its needs to be ever more satisfied.

Principles for leading community construction

As is reflected in the work Building Community, of which I have the pleasure of being the joint author along with Marià Moreno, we identify seven essential elements that any organisation must bear in mind in its plan to build a community and which, in turn, form the essence of the fourth level of the Augere Leadership ModelTM, the leadership that builds communities, which are:

1. Giving meaning

A leader who builds community gives meaning to the organisation in everything he does. Human beings who give meaning to what they do are capable of connecting it to something that has a superior value for them. Giving meaning means transcending what one does to take it to a much larger and more desired higher level.

2. People first

From their will, people are able to be a resource; however, they are much more than resources, they are complete human beings full of abilities to answer any situation they have to meet in their lives. Therefore, transcending a view of the person as an object supposes becoming submerged in the profound belief in the human being and in their development from individuality.

3. Innovating in relationships

Only people can lead relationships that will be key to building and sustaining the bonds produced in a community. When we innovate in the relationships between people in an organisation and provide new spaces, we make them change their results.

4. The power of emotion

What is intangible guides the tangible and connects with our values, emotions and sensations. As people we are convinced by logic, but moved by emotion.

5. Interest and passion

People who reach satisfaction in their work achieve extraordinary results in comparison with those who simply do jobs that are not motivating for them. All of the stakeholders want to get over the material binomial of the relationship, whether it be investment for dividend, price for supply, purchase in exchange for product or salary for work. We want to feel excited by the organisation and have it represent our lifestyle and values.

6. Long term

The focus for an organisation to become one with meaning is always the long term. The short term will surely meet other interests, but not always the construction of community.

7. Community

Leadership focused on creating a community with all of the people who relate in an organisation is the starting point and also the target. Richard Teerlink, the president of Harley Davidson believes, “my function is to build a community”, taking his words from Expomanagement in 2004. Can you imagine the experience of directing a company in which its customers tattoo the brand name on their bodies?

Having meaning is therefore the central core of a community, which is built and developed as a result of the action of the twelve remaining axes. The community will become reality when all of the people related to it say that for them “it makes sense” to maintain the relationship.
 
1. Lastingness
Lastingness in an economic relationship is based on building a common space and having the desire to share it in the long term. A community becomes sustainable when all of the people who form it are prepared to reedit their agreements and exchanges indefinitely. This means that shareholders, employees, customers and suppliers want to invest, work, purchase and supply indefinitely. A community of value constantly formulates a promise: the people who form it have a future and for them it offers a common space in the long term.
 
Projects without people are not worthwhile, people without projects miss everything and therefore the best thing is to offer each person a project so that it might be the people who build our project.
 
2. Values and principles
Although human groups can seem cohered by the material aspects of the relationship, more precise observation gives us evidence that what actually coheres them in the long term are the intangible elements, such as their economic, emotional and ethical-spiritual values. Therefore a lack of respect, of honesty, of serenity or imagination severely jeopardises the continuity of any company that wishes to remain on the market.
 
Equally, their vision and their mission also produce meaning and organisational cohesion. The vision or purpose responds to the ‘for whom’ and ‘with whom’ I do what I do, what is intended in common, whereas the purpose responds to the identification of ‘who I am’ or ‘who we are' as an organisation and therefore what makes us different by way of a final “reason for being” for each of the people forming part of the central interest groups in the company and also, in many cases, citizens in general.
 
Human activity sometimes appears to be in a constant search for material results to achieve tangible goals; however, it is well known that there is an enormous distance between carrying stones and building cathedrals. The difference lies in the adherence to certain beliefs and values that go beyond what is tangible. True cohesion comes from ideas, feelings and values; it has always been and will always be so. Companies must be fully aware of this and decisively apply it from daily action and coherence and not from pin-ups on the walls, which soon become invisible. Values must be seen from action when formulated from conscience. Values are also demonstrated, and their effectiveness shown, especially in unforeseeable situations and crises like the one that has emerged around the planet with virtually unknown force and reach.
 
3. Creating a bond extends confidence
People wish to establish broad bonds of confidence with the communities to which they belong. Confidence, or “believing in”, is the substance which holds together all social systems. The creation of a broad bond of confidence between all people forming a community supposes projecting the relationship beyond the strict object behind it. Creating a broad bond of confidence with shareholders also means ensuring suitable financial performance, transmitting the fact that the organisation is doing everything that it has to in order to preserve everything that has to be preserved. With the employees, in addition to the obvious motivation of salary, the broad bond means contributing to both their professional and personal development. With customers, it supposes offering “something beyond” the act of consumption, something essential to gain their loyalty which reflects their lifestyle. With suppliers, in addition to paying bills, it means offering a horizon of long-term collaboration in a shared project in which everyone believes; with investors, an economically, emotionally and ethically profitable place in which to invest.
 
4. Emotion
We have already said that we convince from logic, but we move from emotion. The human variables of conscious consumption, like in any other exchange relationship, move social emotion. Customers will permanently deepen in their desire to know more and more about what they consume; this will open the way to a concept of product double utility. The first will be located on a very well-known plane: what the product is for or what needs it satisfies. This is the plane on which traditional marketing has always moved, but this first “what it is for” is going to be complemented by a new “what it is also for”, and maybe now the key lies precisely in this simple and direct appearance of “also”.
 
The consumption process in conscious consumers’ minds will begin to follow a rather longer path than what is customary. Of course the start will be the well-known, “Well, this garment is useful for me to dress, I like its design and the price seems right...”, but will then continue, “If I buy this garment, what will it also be useful for?”
 
With their purchase, the consumers’ consciences will tell them to give their conformity to the shop where they have bought it and the company it represents, what they think, what they do, how the people feel who work there, and conformity to the way it has been made, to those who have participated in the industrial manufacturing process and the conditions under which it has been made, as well as how the environment has been treated at all times (even after the purchase and consumption of the product) or what the profits of the purchase are used for.
 
Traditional models of consumer behaviour explain different ways to satisfy needs with an infinite number of variants including those assessment processes which finally materialise the purchase. In the near future, more and more “human” variables will be included in the purchase-making sequence. The traditional variables will remain, but the human variables will become more and more important; the human variables do not connect with the things, but rather with the intangible, with emotion, with feelings, with values, with the culture of the communities where the consumers live and the organisations that offer them products and services, since these want to see their lifestyles reflected in the purchase processes.
 
5. Freedom
Freedom is a fact when people are able to want to belong, to want to remain and also have the freedom to be released from it without any kind of coercion. Freedom is the capacity to influence one’s own destiny. 
 
Belonging to a community is based on renewed and permanent satisfaction of the interests of its members, expressed in shared values while being materialised in practices permanently aimed at sustainability, and none of this would have any meaning within a framework of deprivation of freedom. Confidence and freedom work together to produce high output. Fear and excessive control are the opposite.
 
6. Good treatment
Good treatment is revealed in the consideration that people always lead exchange; long-term sustainable exchanges will bear this very much in mind.
 
An exchange or human agreement is characterised by the good treatment between the people who carry it out. An agreement is human when all of the parties feel well treated. Of course this includes the reasonable satisfaction of the goals that move them to reach the agreement, but goes far beyond this, beyond the “what”, the purpose of the agreement, and becomes fully integrated in the “how”, in the whole of the process, in what has happened on the way towards the agreement.
 
The importance of good treatment has been revealed by the investigations of the Nobel prize-winner for economics Daniel Kahneman, who says that “people want to be well treated and to treat others well also in economic relations”. Maybe the reader’s experience might corroborate this: when one has felt mistreated in an exchange, despite achieving one’s material goals, what chance is there of achieving new exchanges with these people? What will one try to do as soon as the chance arises? We bet that one will simply not want to know anything about them, and this is a deeply human sentiment.
 
7. Accompanying
Accompanying literally consists of standing alongside the other person, walking with them and sharing their path. It goes beyond satisfying the present interests and supposes the generation of the possibility of building the future together, of participating from shared creation in the evolution of the needs of the people in the community and of giving the confidence of being capable of satisfying them.
 
Accompanying is “going alongside”, but above all in the 21st century, it is the capacity to project one’s sights together towards the future, it is the growing integration of suppliers and customers in the innovation teams, it is to open the organisation by making what is “internal” and what is “external” dilute to shape something larger and more profound.
 
8. Knowledge
Knowledge, skills and attitudes, as well as their development, are the heritage of people. Only one model has been capable of solving the challenge of storage, transmission and renovation of knowledge; this model has always used the available technology, of course, but has not based the capacity to generate or renovate knowledge on this technology, simply because it is a model based on people. This model is the transmission from person to person of data, information, knowledge and wisdom. Of these four stadia, only the first two are within the reach of technology; the remaining two, the decisive ones, are a human capacity. The crucial step, the conversion of information into true knowledge, that which a company needs in the present markets, is only within reach of its people, and not of its machines no matter how sophisticated they might be. We are in the age of knowledge, but our prosperity as a species depends on our urgently entering the new era, that of wisdom, which is much more holistic and integrating than that which any machine can bring forth. It is time to make people want to belong to the organisation, because this is the best way to keep knowledge in it. We will also discover that they are delighted to share their knowledge with other people, and not with machines, because they are human beings and human beings have shared knowledge since the eve of times.
 
9. Creating and sharing value
Creating value and sharing it in an optimal way is a social mandate, a mandate of life in society. The community must be capable of producing sufficient value for all of its members to find what they are seeking with their belonging. Therefore all of its inhabitants must bring value and at the same time be aware that they cannot wish for total, maximised returns. The community of value is based on optimisation and permanently abandons the concept of maximisation. Optimising means always doing what is best, what is best for sustaining relationships.
 
Maximising belongs to the old map; it is an action which in itself contains the destruction of its own purpose. Do you particularly like eating anything? Have you tried maximising your chance to eat it? Have you really maximised it by ignoring the rest of your feeding? What about if we think of a hobby? Have you also tried to maximise it? Have you done so by ignoring other areas of your life such as work or family? And if we think of the employees or suppliers? Are these relationships also maximised? Are they? Well how long have you been able to continue eating this food before your doctor forbade it, how long have you seriously been able to do your hobby before the appearance of truly important conflicts in your work or family relationships, how long has it taken for truly valuable people to leave the company or the most dynamic suppliers to call a tough meeting as an ultimatum or rupture?
 
It is not surprising that these things happen, it happens because maximising is not sustainable, optimising is the only thing that is. Maximising will destroy the purpose, it is enough to try to do it and allow some time to pass, and probably not much time. And if we are unable to maximise anything without causing serious problems, why do we continue to talk about maximising profit? A community of value optimises relationships and benefits because it is the only way to sustain both dimensions in the long-term.
 
10. Communication
Listening comes before speaking; communication is always one of person to person. It is a complete paradox that, up to now, the time when there is most “communication”, more people say that nobody listens to them; and the paradox becomes more obvious still when a large part of the complaints are clearly aimed at attention services. Listening, understanding and discussion are actions which can only be carried out between people, between human beings.
 
Technology is not the problem; on the contrary, it forms part of the solution. The new generation of customer attention services must open a way and the central idea must be that when two people are communicating, one of them is going to demonstrate that they are really listening, understanding and solving what the other poses, and that to do so is something “personal” for them, something done by a person for the other person.
 
11. Information
The construction of a community requires all people to feel that they have all of the important information, and that this information is also true. Informing in the 21st-century means breaking down walls and replacing them with large glass panels. The provision of relevant information, its veracity and the permanent exercise of transparency are also the keystones to building communities.
 
Informing is not something reserved only for “crisis situations”, it is a permanently directed activity aimed to ensure that all people we intend to form part of the community know its thought and action and also how the values that hold it together are put into practice each day.
 
12. Enjoyment
The idea of enjoying, of what one produces causing true satisfaction, is one of the questions which most strongly is put into doubt in business organisations, which are highly open to suffering from a certain emotional atrophy at the expense of pragmatic effort. However enjoying what one does is the wood that feeds the flame of emotion that makes people give the best of themselves. It is the wood of excitement, of enthusiasm and passion which release an energy far superior to that of a plain commitment based on the mentioned material binomial of the relationship.
 
If an organisation really wants people to play “the game of their lives” in it, it is going to have to consider something so central as people enjoying what they do. And once more, enjoyment goes far beyond the material purpose of the action, it is an intangible concept that a person incorporates in what they do, and this can also be said for “what they do”, for “how they do it”, for “with whom they do it” or “for whom they do it”.
 
It is difficult to think that someone wishes to remain freely in a community “in body and soul”, giving the best of themselves, if they do not really have a good time in this relationship, if the value of enjoying does not also form part of the exchange.
 
Doing anything well can be an art, as thousands and thousands of modest operators remind us each day from their factories, showing satisfaction in doing what they do well. Working in a team filled by confidence is an unforgettable experience. Seeing someone (a customer) use and give value to our work is also something truly satisfying.
 
Tools for building community
Leading the construction of a community means turning thoughts into action. We therefore use four community building tools which are aimed specifically at producing a plan that will enable the community to be built. Always operated from an eminently participative focus and with dialogue as the driving force behind them, they take responsibility for the community building plan to provide specific routes for achieving their objectives. They are absolutely directly aimed at action, and are:
 
1. Emotional portfolio
Communities experience their daily activity from the material aspects of the relationship, but are developed and grow by building their future from the intangibles which give emotion. The emotional portfolio suggests managing these elements in project format, assuring their absolute transversal nature and their presence in the life of the organisation.

2. Relational innovation
Successful communities are characterised by permanent innovation in their relationships. Building a community is above all building innovative bonds sustained in forms of relationship after considering the spaces, the moments, the people and the contents of these relationships and conversations with a new view in order to reach different places.

3. Directive model
Leading the construction of a community also requires decisive intention focused on the purpose. A new directive model has to be built in which the managers define how they will lead the community. The steps for this have been set out in this series of articles which have defined the Augere Leadership ModelTM, which deploys the keys to leading the construction of a community.

4. Cohering actions
Ceremonies, symbols, rites or the use of special language are actions directly aimed at producing cohesion and, along with this, developing a feeling of belonging.
 
Master plan to lead the construction of a community
The community building master plan establishes the last stage in the implementation of a community building plan. As we have said, the four tools are aimed decisively at action and produce a map of actions aimed at the building of the community. This roadmap defines what has to be done in this.
 
It is a dynamic process, so its elements are flexible and open. The map is intended to show the general idea of the process development, although it must absolutely always be adapted to the organisation developing it.
 
A key element to its implementation will be the sponsorship and commitment of the management, an absolutely necessary and naturally sincere commitment. Only with this will it be possible [l’original diu “imposible”, però em sembla que és incorrecte. Em sembla més lògic “posible”, però confirmeu-ho. Si fos correcte, aleshores en anglès seria: “impossible”] to lead the building of the community.

Mastering the Rockefeller Habits, by Verne Harnish

What you must do to increase the value of your rapidly growing company.

What are the fundamental reasons that have not changed for hundreds of years? From Harnish’s famous process of “Mastering a One Page Strategic Plan”, which was a publishing success thanks to the conciseness of its 8 actions that you can carry out to strengthen your culture, this book is a compilation of the best adapted practices from some of the best companies on the planet. The book includes a highly instructive chapter by the joint author Rich Russakoff, which reveals the winning tactics to ensure that the banks will finance business. The book also includes several case studies that show the validity of the practices recommended by Harnish. 

 

By Verne Harnish, author

Thousands of entrepreneurs have benefited directly from the simple and practical "tools" described in the book Mastering the Rockefeller Habits, and at the beginning of the book, more than a hundred business leaders have given their accounts of the power of the author’s tools. These tools come from the founder and director of the EO "Birthing of Giants" program renowned around the world for executive programs, Verne Harnish, who for three decades has worked with executive directors and management teams of fast-growing companies. 

The fundamental ideas that produce value in the market of goods and wealth of businesspeople are based on the same "habits" which John D. Rockefeller used to dominate the oil industry. At this time, Rockefeller’s disciplined approach replaced the methods overwhelmed by the original pioneering speculators. These important disciplines explained in Mastering the Rockefeller Habits must be used by all companies that want to prosper in the coming decade.  

Verne has learned how to teach these tools for CEOs who have no patience for anything other than getting to work. Verne Harnish has the gift of turning complex problems into simple solutions. The mastery of Rockefeller’s Habits gives useful tools in strategically taking intelligent decisions to keep everyone in line and responsible for the decisions.

 

Interview with Gülsün Zeytinoglu, CPCC and MCC and leader of the ORSC Program

Gülsün Zeytinoglu worked for a multinational company for 10 years before founding her own company. She was a pioneer in introducing coaching in Turkey. Her work is based on ORSC (Organisations and Relationship Systems), co-activity, NLP (Neuro Linguistic Programming), systemic thought, hypnosis, artistic expression and other related fields. She loves to combine different focuses to awaken and inspire individuals, couples and teams to help them achieve their natural potential.

Augere collaborates in “Prepárate”

Nearly 7,000 people came to IFEMA on the past 3 December to receive free personal and professional guidance from the more than 250 human resource and coaching professionals who took part in #Prepárate2013. According to the organisation’s data, 5,110 unemployed people came to the meeting and took an active part in all of the activities of the program: master talks, group sessions, workshops and one-to-one interviews with experts and entrepreneurs, as well as individual coaching sessions. What’s more, a little over 1,800 people followed the sessions broadcast by streaming in a collaborative and disinterested way by associations, professionals, companies of the human resource sector and other professionals.  

In the words of Juan Antonio Esteban, the director of CEPAL and volunteer of the organisation: “’Prepárate’ was a day full of the interest and activity of hundreds of volunteers at the service of the unemployed. The cruel reality of unemployment was experienced in an atmosphere of collaboration and peace, an atmosphere that was motivating and realistic at the same time”.  

Of the activities carried out at #Prepárate2013 Madrid, special repercussion was enjoyed by the workshops for the development of professional abilities and skills. The goals of these workstations were: to help to enhance the capacities of those attending to successfully pass an interview; to learn to seek the most attractive job offers according to one’s profile; to see the help and the necessary approaches for enterprising; and adapting one’s CV for each job.

 

Individual interviews and master talks

Other workshops aimed at generating and maintaining positive thought, to managing anxiety and lack of motivation due to unemployment, and to developing emotional intelligence were also in great demand. However, an undoubtedly important point of the meeting were the individual interviews with the 140 volunteer specialists in human resources and the 110 professional coaches, including a large number of Co-Active® coaches trained through Augere and the Co-Active Model®. More than 1,000 people had the chance to take part in the benefits of coaching, generating a different and personalised view of their situation.  

The talks given by the great professionals were widely followed, given the importance of the issues at stake. In this sense, the IESE teacher Santiago Álvarez de Mon presented the need that each person must discover and develop their talent in order to achieve success. He also highlighted the importance of losing one’s fear of failure and learning from one’s mistakes, because this is when one will truly manage to be better. Other inspiring talks show the audience the value of choosing a daily practice in order to produce a constantly positive state that will end up changing the life of whoever might carefully cultivate it.

 

515 volunteers at the service of 7,000 unemployed people

The round tables with human resource managers were also highly appreciated for the conclusions that each unemployed person was able to draw in order to redesign their job search plan, by knowing the view of these professionals and the reasons that lead them to turn down a candidature. A total of 110 talks, workshops and proposals over eight hours, in which the participants were able to take on everything of greatest interest to them in #Prepárate2013 to draw the greatest possible benefit.  

#Prepárate, which has already had two editions held in Barcelona, is being warmly received amongst the population given the current unemployment situation in Spain. In fact these participation results have led the companies taking part to consider organising a new event in Galicia in the early part of the year. 

From the area of Augere CSR, we want to continue supporting these kinds of initiatives in order to contribute to generating new and different replies to the needs of our present professional context. 

 

Management, assessment and feedback systems

 

In order to be efficient and achieve extraordinary results, organisations need to develop systems that allow them:

    • To focus on the business strategies.
    • To achieve organisational alignment around the business and the corporate culture.
    • To carry out the periodic assessment of the individual and collective value contributions. 
    • To establish continuous feedback on the individual and team performance and effort.

 

A process in three phases

To achieve these goals, we believe that it is essential for organisations to introduce a process that would be drawn out in three phases:  

 

1. The introduction of a business management system

Management systems allow us to establish the necessary focus to guide people in the organisation in their work, in order to start up the designed business strategies and to achieve the established goals by attending everything that is important for the company from the point of view of its purpose, mission or values, and by creating a space for the people who form it to grow and develop. 

2. The assessment of the value contribution of the members of the organisation from the viewpoint of achieving the results that might be expected and the development of their skills potential

Assessment systems allow 360° measurement of the contribution of each of the members of the organisation to the business, and the way in which they do things and place their talent at the service of the organisation. We can therefore measure their contribution to the results, output and how they have contributed to it, and their skills. We can assess to what extent their actions are in line with the values of the organisation, their specific role in it and their sense of contribution. 

3. The development and feedback interview to inform people and teams in the organisation about their work

The development interview is the vehicle of communication we establish to make a structured review of this contribution in a two-way conversation between the worker and the manager, in which the worker receives feedback on the results of their output and effort and they can draw up a development plan to be followed between them.

 

Do not hesitate to contact us ( This email address is being protected from spambots. You need JavaScript enabled to view it. ) if you believe Augere can help you to introduce this business and people alignment process.

 

Successful participation in the Seminar on Neuroscience in Madrid, Barcelona and Paris

More than 150 people met in Barcelona, Madrid and Paris to take part in the seminar that Augere held on Co-Active Coaching and Neuroscience in the month of October. 

The seminar, which was offered by Ann Betz, a leader in Neuroscience in The Coaches Training Institute (CTI), gave an agile and practical presentation of powerful learnings and tools that demonstrate the influence of Co-Active Coaching on our brain. 

Ann says that a large part of human behaviour is still a mystery to her. However, the bonds and the relationships that have been discovered between the science of the brain and what happens in a coaching session have become more and more fascinating, to the extent that, in her own words, "The more I furthered into neuroscience, the more I began to understand why coaching, and particularly the Co-Active Model, works so powerfully”. 

Ann believes the co-active model achieves greater agility in relationships in individuals and organisations, and this means that people can feel profoundly realised, remain connected to others and be successful in the key areas of their lives.

In the last 10 years, Ann Betz has seen how her work as a co-active coach has transformed the lives of many people. “I have seen people take on apparently impossible challenges and be successful thanks to the help of a coach. I have seen people free themselves of negative attitudes and habits and I have seen how relationships that were breaking down have become deeper and flourished, all through the coaching process”.   

 
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