In any organisation these days, we come across a myriad of titles. But when one breaks it down, what are titles really all about? Do they help us in being better? It seems to me that sometimes, a title is a mask and stands in the way of us being our best.
For simplicity’s sake, imagine two people in an organisation, each responsible for their own area but ultimately responsible for the wellbeing of the organisation. And now imagine one of them is missing the ball on something.
I recently observed this and was fascinated by two hugely different outcomes when adopting two opposing outlooks. In the first instance, one of the colleagues was willing to allow the other to trip up. And yet, when she adopted the perspective of a fellow human as opposed to a colleague with a title, she took on an entirely different stance, one of collaboration, empathy and all hands on deck.
Somewhere along the line, we have created a belief system within organisations and ourselves that, in order to make it to the top, we have to be guarded, tough and use sharp elbows – for what end really I have no clue, since getting to the top in that manner would be very lonely indeed.
So, adopting this vein of thinking, one would like to believe that the people at the top are mean, ruthless and generally not very nice.
The good news is that this is not the case. In profiling some of the best talent from around the world, there were three elements that were consistently present amongst those who companies wanted to have as part of their team:
1. They are great human beings – possessing strength of character, commitment and integrity, they have a desire and ability to grow and guide people, working with and through others.
2. They love what they do – doing something which resonates with a deep part of who they are, something they are interested in, engaged with and committed to.
3. They all had a mentor in some way shape or form at some point in their life and/or career that imparted wisdom and guidance.
There are some positive shifts taking place, with a call to basic and traditional values of honour, integrity, respect, etc. A time when people want to treat others and be treated as human beings as opposed to numbers. Where, to bring out the best in others and ourselves, we must be true to who we are as human beings as opposed to hiding behind some title.
We are in a time when we can create positive changes in our ‘corporate’ experiences. An opportunity to instil a strong value set within our companies that resonate with and embody members of the organisation, enabling them to tap into who they truly are instead of resorting to titles for position and power. A time when companies live human values as opposed to a string of words and niceties that beef up a website or other corporate collateral. An opportunity to shape our organisations to create real value with every interaction and along the value chain.
It will be interesting to see the progress of our students, our future leaders, who are currently watching the debacle we are going through. They are a key element since they will be demanding more from the companies they will be choosing to work for. And if they don’t find the right value set, I hope they will have the courage, determination and network to create their own new cultures which will resonate far more deeply with the customers they will have set up to serve.
Headhunter turned talent spotter, Deborah creates the connect between people of character and companies with principles. The Founder of AMANI™, she is an advocate for business being a force for good, vested in the impact business has in both economic and social terms across various strata of society.
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inSight - Salty not Sweet
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