The Power of We


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Interesting what can spark an idea and create insight. Staring at the full moon the other night, I found myself marvelling, yet again, that we’ve been there. That led me to consider the languaging: “We’ve been to the moon.” We? We’ve been there? In fact, from Armstrong to Cernan, only 12 white American men have actually set foot on the moon, yet we often include ourselves in this achievement. It is notable that this landmark is considered to be a milestone in human achievement and so we talk about it in collective terms. It came about after JFK set a vision and “we” went along with him. A vision.

There are other achievements that you’ll hear people include themselves in. We defeated Nazism. We eradicated smallpox. We developed penicillin. How did we manage this?

So what happens to us when we go to work and lose this ability to see the “we”? Folks who, in their ordinary lives, are motivated, thoughtful, generous to their fellow human, energised and enthusiastic about life in general seem to leave all that at the door. What is in the air conditioning that infects folks when they come to work and causes them to narrow their gaze and lower their expectations of what is possible? Many workplaces still operate in silos, effectively causing the various departments to compete with one another. It’s like your heart competing with your liver to see which is the best or most important organ in your body. Utter nonsense.

We did some work with the leadership team of a finance company some years ago. Half of them managed the sales side of business and the other half the administrative side of the business. I witnessed them openly expressing sentiments like: “If only your admin people would understand this: they wouldn’t have a job if it wasn’t for us salespeople,” and “If only your salespeople would understand this: they wouldn’t be able to do their jobs if our admin folks weren’t in the back room doing all this really important work.” Our work was cut out for us. I’ve heard similar things echoed in other businesses….and the silos stay grumpy and resentful of each other, losing sight of the bigger picture. I wonder, however, if they have got hold of the bigger picture.

Hierarchical, command-and-control structures draw out the competitor in us. We effectively have businesses running internal competitions, hoarding information, playing politics, who’s the best in the company. Divided by lack of a clear common vision, we miss what is right in front of our noses: the other people here are potentially on the same side.

I’ve previously mentioned our work in a manufacturing firm, assisting team leaders to reduce silos and develop greater confidence in themselves. They developed two key things during the course of our work: improved relationships and the bigger picture of what they were all there to achieve together. When they reduced the isolation they felt from each other, they stopped seeing others as “out to get them”. When they developed the ability to think bigger, to see their “part” of the manufacturing line as integral to the whole, they began to perceive one team’s difficulties, one person’s difficulties, as their own. These two together were the sparks that catalysed shared problem-solving, shared decision-making, shared achievement and they started to celebrate the success of each “part” as essential for the achievement of the whole.

Martin Luther King declared, “I have a dream,” not “I have a plan.” Surely, for business, too, the starting point is the vision. We wouldn’t have got to the moon without JFK’s bold vision. He uttered some simple words that caused hearts to swell. Businesses, likewise, can set out compelling visions that cause people to think, “I’m up for that.” When there is a compelling vision, we have something around which we can gather together. We can feel part of something bigger than ourselves; something meaningful.

Sociometric principles and practices point to a way of creating something shared in business. One of the tenets of sociometry is that we have more in common with each other than divides us; however, much of those things that bind us lie hidden and unspoken. Action sociometry aims to make the covert, overt, so that we discover how connected we actually are. This reduces isolation and gives us confidence that we can together resolve our shared challenges and common difficulties. Another thing that sociometry teaches us is that the quality of an outcome is directly related to the quality of relationships between the people who are attempting to generate that outcome. It is the work, therefore, of leaders and those who consult to businesses to break down the isolation of modern work and to develop the sociometry to grow greater cooperation and collaboration.

“If you want to go fast, go alone. If you want to go far, go together.” African proverb

Is “maximising shareholder return” the best that businesses can come up with? If we now know that humans seek meaning from their work, what could possibly drive someone towards a vision as narrow as that? I would hardly call “maximising shareholder return” what Sinan Si Alhir named as a history-making effort: intrinsic meaningfulness for universal benefit. Where is the higher purpose in that? Where is the universal benefit in that?

Working with the three senior leaders of a cemetery, I asked them, “What is your purpose?” and they paused. As if I was asking them an exam question to which I knew the right answer, one of them hesitantly responded, “To provide good customer service?” I half-jokingly said, “Why don’t you all go work in the local hardware shop then?” They looked at me quizzically. Eventually, after a little discussion between them, they decided that their purpose was to assist families going through a bereavement. At this point, they all three got excited. Grim work, I know, running a cemetery, however, they had finally hit the nail on the head. It was as if they had suddenly realised why they come to work and they had hit upon their real purpose. It wasn’t just scheduling burials or organising graves to be dug. They were providing an essential service to others, one that nobody else could carry out. From here, the conversation flowed. They spoke with each other as if they were on the same team, rather than trying to manage what used to look like competing demands and interests. Also, they began to see a clearer way to delineating the kinds of behaviours and attitudes they wanted to see in their workplace. If everything was about achieving that higher purpose, they could see how to enlist everyone into achieving it. They have found their “We”.

As Louise Altman has written, “WE focussed workplaces bring out the best in their employees–at every level.” Maz Iqbal also described the success story that is John Lewis in the UK. Masterful at employee engagement, customer experience and organisational effectiveness. The collective spirit on which Lewis’s was founded is the driver of its continued success, even in the depths of recession. Collectively, they exist to create happiness for its 81,000 partners (every employee is a part-owner of the business) and to serve customers with flair and fairness. You feel it if you shop there. While I’m not a fan of shopping, I find it a pleasure to shop at John Lewis.

It is this sense of “we” that John Lewis has achieved over 148 years that we need to develop in the world and in more of our workplaces. It starts with the vision. Something bigger than shareholder return, though, please. Drill down and find out: What is it that we are all here to achieve? What is our purpose in coming together and how can we all contribute to that? And it happens with good sociometry–deeper relatedness at work. When people know who others are, how they belong and how much they have in common with others, as humans, it becomes easier to know we are “WE” and not just “you” and “I”.

Go on… me a hippy.

….or just see it as good business. Want robust employee engagement, organisational effectiveness and customers that love you? Find your purpose and strive for good relationships.

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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