ON TOPIC
We’d like businesses to see
themselves as human systems. It’s
tempting to measure success in terms
of objective, data-driven measures
and processes that are easy to see
above the waterline. For us, it’s the rest
of the iceberg that sits underneath
that really matters — criteria that are
driven by behaviour and mindset. One
of our collaborators describes this as
wanting people to feel that they are “a
valued member of a winning team on
a worthwhile mission”.
YOUR WORK IS ABOUT CHANGING
BEHAVIOURS AND MINDSETS. HOW DO
YOU CREATE LASTING CHANGE?
It’s hard and it takes time. For maximum
impact, our work is often focused on
the leaders of larger organisations.
Traditionally, these leaders are yearning
for those data- or process-led solutions;
we need them to see that, actually, the
key driver is really mindset change.
So, we encourage business leaders
to see purpose not as a project or
initiative, but to develop conscious
awareness around its importance in
all areas of the business. They need to
understand the scale and depth of
what mindset and behavioural change
means and to be thoughtful about how
to go about it. We want them to
become ‘midwives’ for change.
In most organisations, there are
plenty of examples of good practice
and experimentation. Rather than
taking a problem-based approach,
we a i m to g i ve l e ad e r s t he
psychological permission to be
curious about what works well in their
organisations, to learn from this and
to spread the word.It’s about releasing
latent potential.
Action-addicted leaders need to
give themselves permission to take
time out for reflection. But it’s
important to avoid the trap of ‘phoney
catharsis’, where reflection leads to
some level of understanding and
analysis but falls short of action. That’s
why we developed our Five Principles
of a Purpose Driven Business and
Framework to Guide Decision Making.
The principles are intended as a
provocation, a simple, but not
exhaustive, diagnostic to help people
frame their own discussions around
purpose and people and move from
reflection to action: what are we doing
well; what might we do better?
O
Our focus on purpose
challenges the
received wisdom
around primacy of profit
The Framework digs deeper, helping
organisations to define purpose while
outlining, in more detail, the behaviours
they need to show to sustain that
purpose. They’re intended to work
hand in hand, helping to raise levels of
consciousness and embed
intentionality around the choices
businesses face.
CAN SMALLER ORGANISATIONS LEARN
FROM YOUR PHILOSOPHY?
Yes, the Principles and Framework are
scalable and also designed to be used
by NGOs, charities and other
organisations.
Our website includes tools for
SMEs, such as a six-step-model and
case studies. These leaders can feel
isolated and assume high levels of
personal responsibility for the results
of their actions; we hope these
resources can help channel that drive
in ways that empower them and their
teams.
We have designed additional
resources for individuals. The 10 Steps
to Fulfilment at Work lists simple and
practical steps which anyone can
take, to help feel more engaged
and motivated.
WHAT SHOULD A BUSINESS DO IF IT
WANTS TO FIND OUT MORE?
Visit our website (blueprintforbusiness.
org) to explore our philosophy and
some of our tools. If you’d like to know
more, we’d love to hear from you.
February – May 2020 // 31