Growing People
Growing people is a commitment to creating an organizational environment where individuals can truly develop as human beings, beyond mere training programs, by aligning personal and organizational growth.
THE IDEA
GROWING PEOPLE
As I look back now, perhaps the most radical of the five disciplines was personal mastery, the idea that an organizational environment could be created in which people could truly grow as human beings. Most companies today espouse some variation on the philosophy that “people are our most important asset” and invest considerable sums in work force development, largely through training programs. But truly committing to helping people grow requires much more than this. I’ve listened to people like Vivienne Cox and Roger Saillant share their experiences for many years, and the emotional center of their stories is always the same. Through diverse life experiences they have formed an unshakable conviction of the power inherent in releasing and aligning human spirit—and they are on a lifelong journey to discover what this means and how to do it.
In 2005, a group of business leaders in Worcester, Massachusetts, initiated the first William J. O’Brien Memorial Lecture Series. The aim was to honor and extend Bill O’Brien’s legacy through an annual speech given by a business leader who exemplified O’Brien’s conviction that “the best way to grow financial capital is through growing human capital.” The first speaker in this series was Rich Teerlink, former CEO of Harley-Davidson and one of the founders of the SoL network. “Being truly committed to growing people is an act of faith,” says Teerlink. “You have to believe in your heart that people want to pursue a vision that matters, that they want to contribute and be responsible for results, and that they are willing to look at shortfalls in their own behavior and correct problems whenever they are able. These beliefs are not easy for control-oriented managers, and that is why there remains a big gap between the ‘talk’ and the ‘walk’ regarding developing people.”
When to use it
Transforming a corporate culture from control-oriented to trust-based to improve employee engagement and innovation.
Designing leadership development programs that focus on aligning personal visions with organizational goals.
Evaluating the effectiveness of human resource strategies by assessing whether they truly enable people to grow as human beings.
FROM THEORY TO EVERYDAY LIFE
In practice
Rich Teerlink at Harley-Davidson
Rich Teerlink, former CEO of Harley-Davidson, worked to develop people by creating an environment where employees are trusted to pursue a meaningful vision, take responsibility, and learn from mistakes. He emphasized that such beliefs are an act of faith, challenging control-oriented managers.
William J. O'Brien Memorial Lecture Series
Initiated in 2005 by business leaders in Worcester, Massachusetts, this lecture series honors Bill O'Brien's legacy that growing human capital is the best way to grow financial capital. It highlights the practical application of the growing people philosophy.
A MOMENT TO REFLECT
Put it to work.
How can you create an environment in your team or organization that genuinely supports personal growth, beyond formal training?
What beliefs do you hold about people's willingness to contribute and correct their own behavior? How do these beliefs influence your management style?
Identify a 'gap between talk and walk' in your organization regarding people development. What step can you take to close it?
CONTINUE THE CONVERSATION
Source texts
- The Fifth Discipline The Art Practice of the Learning Organization (Peter M. Senge)