How do we get to WE?


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There is something in the air. Call it my natural human tendency to find patterns in things, but two recent conversations with two different clients in two different cities have reminded me of two other completely different clients in two completely different countries. The parallels are striking. It could be my bias towards systems thinking, but it has reinforced my belief in unus mundus, the underlying unified reality that interconnects all things.

What is the common thread? All four of these businesses are sick and tired of being sick. And tired. Like, really tired. All four are nearing their “breaking point.” That is, they have tried just about everything they know to shift workplace behaviour and engagement. They are running out of options as to how to get people to take up personal responsibility. All four of these clients are right at the threshold of making significant shifts in how they do their business. The scales are falling from their eyes and they are seeing their businesses as whole entities and not viewing symptoms of ineffectiveness as separate from the whole or problems to be solved piecemeal. They are ready to get to grips with new ways of dealing with their problems. The clever onion behind the thinkpurpose blog writes, “When you change what you think about how the work works, then you will begin to change how you act, this will change the way work is set out and happens and how people act in the work place.” These four businesses are right at the place of changing how they think about what works.

Essential to seeing their business as whole entities is being able to see the webs that weave everyone together. Frustrated with old ways of trying to get people to do things, they are beginning to acknowledge that simply dealing with individual performance is futile. They understand that the system impacts too much on individual performance to waste their efforts solely on individuals. They know that the quality of their outcome will be directly correlated to the quality of relationships that they forge. As David Wilson writes in his blog, fitforrandomness “Imagine assessing the robustness of the electricity grid with data on power stations but not on the power lines connecting them.” In order to assess the strength and fitness of an organisation, we need to examine both the individual elements that make up that systems as well as the relationships between them. To work with only the individuals within a business without also working on their connections is a nonsense. It’s both a delicate and a heroic undertaking.

What’s wrong with what they’ve got now? Not much, it turns out. They have a lot going for them. They have senior teams with an enormous amount of experience and technical ability. They are personable and friendly. They believe in the purpose of their businesses. They are robust and intelligent. Put the senior team in a room together, however, and they aren’t sure how to work truly collectively. Put oxygen and hydrogen in a bucket together and they don’t miraculously coalesce and become water. Some energy needs to go into the bucket to create H2O.

I’ve written before on the power of WE in business. Bringing in the theme of my last article about developing consciousness, there is something that can catalyse this WE-ness for business. Many aspire to it, but we often get stuck when it comes to actually doing it. How do we become a WE? It’s not enough to go away and make commitments to each other. Just like a marriage, it’s not just what happens on the wedding day when you promise some things to each other that makes it a good marriage. The good marriage comes about through a shift in consciousness from “you and me” to WE. A good partnership comes about because each party understands that what you want as an individual and what I want as an individual may not necessarily deepen nor be for the good of our relationship. A good, mutual partnership comes about because effort and energy have been invested in strengthening that web that weaves us together.

A shift in consciousness is required. That is, greater awareness of what we are currently doing in order to move towards the thing we want to be doing. Is how you relate, behave and engage with one another assisting you to create the WE? In working with one senior team, we coached them to become observant of themselves in order to create this new consciousness. This requires them to develop the role of Observant Team-Player. For many of us, we operate out of a “selfish” mindset. In other words, we look at what we do and how we do it with a view to doing our best. We sometimes lose sight of the fact that others are trying to do the same, and sometimes this means that we might be working at cross purposes. I’m doing my best, you’re doing your best, but in our “doing-my-best-ness”, we haven’t worked out how to synthesise this into a “WE are doing our best”. In common parlance, this is operating in silos.

Here’s what it might look like. In our regular team meeting, I contribute to conversations on the agenda, but I do this while wearing one of two hats: my personal hat or my operational hat. I am both trying to be a good person and trying to optimise the work, but from MY perspective. Wearing my personal hat, I am saying (unconsciously, of course):

  • “How do I make myself look good?”
  • “How can I get people to notice me?”
  • “How can I garner praise?”
  • “How can I get people to like me?”
  • “How can I prove I’m valuable?”

All human things, these.

Wearing my operational hat, I contribute things which demonstrate my technical abilities and knowledge. If I’m a financial guy, I will speak on any of the agenda items from a financial perspective. If I’m a marketing guy, I will speak about things from a marketing perspective. All necessary and important. I may contribute little or nothing to conversations that I believe have “nothing to do with me”. Doing this, however, may not develop the sense of “team-ness” that we all need to synthesise together if we are to achieve our common purpose. If I keep speaking from my operational perspective, I may be reasonably successful in achieving the operational purpose of my silo. Remember, though, that optimising one part of the system will lead to sub-optimisation of the whole, so if I do MY very best and if everyone is doing THEIR very best in their silos, it doesn’t follow that the whole will be doing its very best.

There is something missing.

If I participate in the meeting wearing only my personal or operational hats, I miss the opportunity to develop the life of the whole team. I need to put on my team member hat. When I wear this, I become conscious of myself, I become conscious of when I have an impulse to speak and what I feel moved to say, I observe others’ contributions and I make an assessment as to whether what is going on is furthering the life of the group. Is what I say coming from a “Me” perspective, a “Me-doing-my-work-well” perspective or a “WE” perspective? When each member of a team has developed the ability to observe the dynamics of the team, they will learn how to interrupt someone who is “fighting their corner” if they are doing it to the detriment of the effectiveness of the whole. If they feel that someone is warming up to speak out of their silo, they will challenge people to stop and consider what they are about to contribute: “Is what you are about to say going to progress the life of this team as a whole?”

The whole is greater than the sum of its parts.

If I’m operating with my WE hat on, I will see that all of the agenda items pertain to me in some way, because they pertain to the effectiveness of the whole business. Furthermore, if I can’t work out how it pertains to me, there is an opportunity to find out how it does. Because it does. Trust me. If I’m wearing my WE hat, I will see that my technical expertise is best applied when in concert with everyone else’s and vice versa. Having said all this, I bring all my hats to meetings, I can’t simply focus my efforts on developing a good team feeling. The expanded consciousness that gets us to WE incorporates and transcends everything we already know and do.

For one of these businesses, who is more than ready and willing to do this “WE” thing, they have an idea of what they want to become, but don’t know how to do it consistently. This is not unusual, in my experience. They haven’t yet had enough moments of “felt experience” to be able to say they’ve got there, but what they have tasted so far makes the effort worthwhile. While a lot of businesses have talked about teamwork and the team effect for years, the investment required in order to really achieve it has been patchy. Investment in catalysing this team effect is like energy is to the hydrogen and oxygen in the bucket. Sometimes, it seems that we find ourselves in fantastic teams and it feels great, but I would suggest this is sometimes down to good luck. We spot each other, we have each other’s back. Relationships are genuinely mutual and go beyond “what can you do for me and what can I do for you.” Such teams go beyond collaboration. They cooperate. No quid pro quo. We have a consciousness of operating out of a mindset that furthers the life of the whole. Just as an architect may sacrifice the optimisation of one room of a house in order to achieve a more satisfying whole, we may quite easily sacrifice something that is of special interest to us for the benefit of the whole. When we are operating as a WE, we have stopped thinking about people as bodies to do transactions or deals with, we enjoy being with each other and we achieve more as individuals because of the chemistry that is created by the whole.

Getting to WE is not an event, it’s a process. It doesn’t happen in a moment, it happens over many moments. It’s not “step 1, step 2…” Like other mindfulness disciplines, it takes practice, attention and commitment. I find it heartening that it’s finally in the air and that some businesses are taking the steps to get there.

Republished with author's permission from original post.

John Wenger
John Wenger is one of the Directors of Quantum Shift. He has a background in education, counselling and management of commercial and not-for-profit organisations. He brings a passion and understanding of learning and human behaviour to his current work in organisational learning and development. He has a particular interest in uncovering solutions which get people to be less stuck and more creative in their workplaces.


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