Placing what matters as the primary reason we engage in enterprise. Earth, all its creatures, and each other.
This article and body of work is for those of you who seek to create enterprises that support our present and future well being comprehensively.
Following an introduction to the work of R.Buckminster Fuller in my 20’s that insisted that I question EVERYTHING, (The existence or not of straight lines?)I have spent my life exploring models of human enterprise and engagement that enables all thriving.
People need their tribe, their family, community and work mates. People also need to feel that the work they do, the time they spend, matters and has meaning and value. And that in their day to day, they get to bring the whole of themselves to their enterprise and are seen and recognised for their entire contribution.
We want to do great work. We want to be challenged. And we want to leave the world better for our time upon it.
Many of us know that what we are doing now in business, finance, economics, governance and trade is no longer working. For example, we have an accelerating increase in economic disparity, ever fewer people holding the majority of the wealth as money, ever more people seeing the post war economic gains dwindle, government systems that are failing our belief in democracy, the commodification of human services that demean humanity – child care, education, health, environment – the requirement for increasing legalese because we place more faith in not trusting each other than in trust, and a very tragic and accelerated devastation of our environment.
But few of us know the extent and depth of the issues that are underpinned by the very systems we take for granted and so we set out with great intent only to find we have re-arranged the deck chairs on the Titanic.
What I know is that when we set upon the journey to build a Beautiful Business that places the well being of humans, earth and all of the creatures upon it as central, we must question EVERYTHING. We are going to make mistakes along the way, as this post-capitalist frontier we are entering does not have human made maps.
We will require many tools as part of our journey, not the least of which is an inbuilt robust mistake making/discovery/learning/recalibration processes, built on a backbone of compassion and free from shame.
Instead of working on re-arranging chairs on the sinking Titanic, lets build a whole new boat.
This means starting from the very beginning. Re-thinking everything. Legal structures and entities, organisational design, human co-ordination, and every traditional business department (HR, Compliance, Risk, Sales, Marketing, Customer Service..etc.)
The following is the list of 40 considerations, some short and sweet, others requiring a deeper dive.
If you plan on building today’s version of the cathedral that stands magnificent through time, then the pre-investment of time is not only required, but wise. If your plan is to create as much money as you can as fast as you can and exit, then this is not the path.
Save yourself the heartache of a broken down later, for a loved comprehensively considered today.
Underpinning this entire model is one thread, Integrity. Integrity means “one.” (integer). When a system is in integrity it is whole, it holds its shape. There is no separation between the you that comes to work and the you who plays with your kids on the weekend. There is no separation between the culture of the organisation and the service you provide. There is no separation between how we engage with each other, and how we engage with all of our stakeholders.
Integrity is the ground, the air, the fire, the light, the soul, the spirit and the purpose for all.
Beautiful business is worth beautiful design, contemplation, invitation, and aligned activation. To speed up, let’s slow down.
1. What are you creating and why? What is the strange attractor? Let’s get to the marrow of the why. Let us be sure that your enterprise is an expression of your deepest desire.
Many people skip over this step. Or their why is shallow, a desire fed from lack. Lack of recognition, lack of being heard and seen, lack of love, lack of worth. Indicators of desire built from lack is the desire for fame and fortune as the lead desire. Desire for stuff, for toys and glory. To be the Hero. The Time Magazine cover shot. The keeper of the keys and the holder of the power.
When we build from a desire that is far greater than we can ever imagine, something bigger than our “I”, when possibility (instead of lack) leads our desire, then we just might pull it off.
When we lead from the desire that is genuinely bigger than us we can also get out of our own way, as the “x” that is being created is far bigger than any one person and will require a tribe to pull it off. This takes away from the traditional model of leadership, where you have the “CEO”, the dominator, the elevated authority.
The new boat requires a very different type of leadership, what I describe as the steward leader, or midwife leader. Very, very light touch, very conscious and considered holding. In biology I liken this to a cell membrane. It has exquisite attention to the inner and outer ecosystem, it is a guardian of inflows and outflows and it enables a holding of the strange attractor that brings people and things together to create the enterprise. The cell membrane is also the keeper of the polarity that enables the cell to hold its shape (integrity). A good cell membrane in a healthy ecosystem goes unnoticed.
2. What will be the short and long term consequences of your project or business? The field effects, the precessional effects?
In our every deliberation we must consider the impact of our decision on the next 7 generations. Iroquois Confederacy.
Very few of us ever take the time to really sit in this, not just for the overall direction of the business, but for the actions along the way. Almost all of our current systems are designed around short termism. The quarterly review, the half yearly result, the increase in shareholder return, the political election cycle. Youth is celebrated, age is denigrated, the business model is one of inbuilt redundancy/planned obsolescence so we need to be constantly replacing/upgrading our goods. Throw-a-way goods, throw-a-way people, throw-a-way Earth.
When considering 7 generations we need to consider all of our actions. Who we bring on board as team, how we treat each other, how we treat every single stakeholder, including Earth. How we manage success, failure, feedback, coherence, dissonance. When we make any decision what are the consequences, now and much much later? Who and what will be effected? How will we manage that effect?
Do we comprehensively consider our actions, decisions, services, products in their past, present and future wholeness?
For an extraordinary example of comprehensive consideration listen to the podcast with Hugo Spowers from Riversimple.
3. What governance model is best fit for what you are doing?
We need to know the difference between all of the corporate and legal entities. The options. Much easier to start with the right entity that meets the purpose and aims of your enterprise you aspire to build than to retrofit it later. Plus the legal entity will carry the energetic thread of that structure into your organisation even if you are not aware of this.
Most organisations simply overlay their aspirational enterprise on an existing legal model, not realising that when they do they are inviting the archetypal energy of that legal entity to the enterprise.
A limited liability corporation was designed in 1600 AD for a very specific purpose. Do you understand the history, and its original design principles? Do you care? Have you considered that when you introduce this type of legal entity to your organisation you are bringing in those principles, whether you want to or not? Do you really want to limit your liability? Or would you like to take full responsibility for what you are creating and delivering? What does full responsibility mean? If you did take full responsibility, would you change your design considerations from the get-go?
We rarely stop to consider what is needed to support the fullest expression of the form of the enterprise we aspire to steward. And given our lack of future based legal entities that express the business of being human, best for fit now is still not best for future fit. B corps and Benefit corporations are better but still an example of deck chair re-arranging of a very old and broken system.
4. How is it best to resource this? Money, currency, people, supplies, services, technology? We need to ensure there is an energetic match between the enterprise purpose and principles and the means of supply.
(A) That the type of capital and funding is aligned.
*explore and understand the many different types of capital/finance/funding.
*understand the principle of provisioning.
*understand Integral Accounting
Many people walk into investor/funding relationships without any idea as to how this will impact the company, its core DNA, your ability to make decisions, the long term ramifications. In times of high need it is easy to make decisions about funding that will undermine the coherence and integrity of the enterprise at a later date. Keeping the integrity is critical, even when things do look bleak.
Understanding the nature of provisioning is helpful. Most people step right over provisioning because they are looking for something else, usually measured in an amount of dollars, money being only one form of provisioning.
Any organisation that is isomorphic with nature, is aligned with integrity, and wants to be born (even despite us) will have the provisioning required for the very next step. (And often not for the second or third step.) The questions required to source provisioning for the very next step only are not found in the usual funding manuals.
(B) When we invite people to join, we rarely take the time to really understand the full measure of their offering. The result, we get people who are only seen for a small part of what they have to bring. Rare is the leader who steps out of their own way and allows people to bring the whole of themselves to an organisation, contributing in ways that are beyond what is seen as possible. But to enable this, a culture of safety that celebrates wholeness is required. The structure of the organisation enables people to show up in their wholeness, and as such, their work is far better, because almost all organisations only employ half people, and even worse, only allow people to show up in certain ways. As a consequence, we have people who are very dissatisfied with their work place, and seek fulfillment in other arenas. (Including the various forms of medication.)
5. Who is your service/product offering being created for? Right down to the detail. Know your customer, love your customer.
If you don’t absolutely love your customer, want to spend time with your customer, bring respect and appreciation to your customer, then the arc of your offering is not going to stick.
Using Integrity as the guide, your customer is not separate to your enterprise.
6. Does your customer absolutely want this?
How do you know? Have you asked them? tested it? Created a minimal viable product? Invited them to partner? Taken on board the feedback provided?
7. What are your skills and capabilities? And what are your limitations?
Let’s name them with profound clarity, in support of your enterprise. When will you know you are in the wrong role? Or need to exit? What kind of developmental support do you need? In a Deliberately Developmental Organisation (DDO), everyone knows the strengths and weaknesses of everyone, no exceptions. The culture enables support of development, and the whole human. Including the chief steward and the cleaner. This can only happen when there is safety, all shame has been removed, and people can show up fully human.
8. Who else do you need to support you?
Name what skills and abilities are critical to the success of your enterprise. If you have blind spots, and we all do, then gather a small team of trusted advisors to point out your blind spots. We all need rigorous feedback. Particularly if we are going to be a part of a deliberately developmental organisation, where an equal part of the mission is the human development as we are going about adding our value to the enterprise and the world. Our inability to take on feedback, or our ability to project wrong onto others without first considering our part in this, is a failing of leadership and responsibility and is endemic in most organisations.
9. What is the organisational design that enables great aligned people to show up with their full agency and yet work in community?
We want to be sure the design matches the purpose of the enterprise. That it is in harmony with the values and principles. This is an intricate and iterative design process. Almost every organisation steps right over this. It is entirely possible to design an enterprise that ensures people hold themselves to account, take full responsibility for their actions, take on roles and jobs as needed, and contribute with love to the success of the whole – the mission and purpose of the enterprise and the well being of all participants. Please check out the Trust Manifesto of Big Blue Sky for an example of an organisational design.
10. How do you build clarity of communication and accountability into the organisational design?
That the enterprise is deliberately developmental across the entire organisation, no exceptions. (as per #8)
11. How do you ensure that all contributions, human and non human, are honoured and recognised for their value, at all stages, and in full?
That at no time is anyone or anything exploited, extracted from, undervalued, overvalued, ignored, dehumanised, not listened to, not stepped over, and not allowed to get away with their own BS?
If you have a heritage shareholder document, how do you ensure transfer to a model that is far more aligned to the DNA and purpose of the enterprise and includes categories that we have as humans so far ignored? (Social and emotional capital, connections and creativity for example.)
12. How does your enterprise thrive? What is the business model?
The business model needs to match the future aspirations of the company. The amazing British Company, Riversimple, wanted to create the most affordable environmental local transport mechanism possible. Their hydrogen cars come at a fixed monthly cost. Each month you pay one figure that covers every single vehicle cost. No extra’s. Fuel, maintenance, registration, breakdown, insurance. This means that for Riversimple to be profitable financially, they need their vehicles to never breakdown, and to very super efficient when it comes to fuel, as they are paying for breakdown service and fuel. They also wanted their vehicles to be beautiful, affordable, environmental, and long lasting.
Get the business model right, ensure it is aligned with your values, purpose, deep desires. Use tools such as the Business Model Canvas to work with. Invite all stakeholders to the design table.
The business model needs to thrive in all domains, not just a few. Name the domains, and be sure to set goals/benchmarks for knowing what thriving looks like. Domains might include commodity, custom and culture, knowledge, money, technology, well being. Or subsets of these. (*Integral Accounting. Dr David Martin)
13. What is the measure of profit? Money? Service? Well being? Community?
All of these? Other? Are we able to celebrate profit in multiple domains? Profit means to advance. In what areas do you seek to advance, and how do you know you/the enterprise/all of your people/all stakeholders/Earth are advancing?
Any system that does not have its own ability to thrive built into its design is going to fail. Profit is not a dirty word. However monetary profit has been appropriated as the only reason for business to exist. It is a partial and therefore incomplete model. (= out of Integrity.)
The DNA, that if damaged will result in death. Everyone must be super clear about these. At a cellular lived level. (No lip service) Built in to every single act, offering and promotion. Values are the sacred ground upon which any beautiful business works.
15. How do you commune with your enterprise?
Stay in heartfelt connection with it, enable its own agency? Yet able to partner with it to enable its full thriving without taking away from your own well being? How does the team commune with the enterprise, and how is communion shared as a respectful experience? Your enterprise has its own life force, your role is to provide the stewardship to enable that life force to be fully expressed.
16. What is the enterprise ideal lifespan? And what is your lifespan within the enterprise?
Lets discuss that now. What is natural for it, including lifestyle milestones. Given that everything will change as the enterprise is brought through the stages of its existence, this question is fluid. Yet we rarely consider the natural lifespan of any enterprise. Some enterprises must by their nature be designed to end, because to achieve the purpose of the enterprise will mean that it is complete. Ending any of the United Nations Sustainable Development Goals, for example, must mean that an enterprise designed to do that will then be done when the goal is reached. Often the creator of an enterprise is not the best person to steward an enterprise to a different stage of the enterprise. A wise leader/steward will be aware of this from the beginning.
17. What does growth look like?
Name the stages of growth for different dimensions. For example, growth of the humans working in the enterprise as described by Robert Kegan in “An Everyone Culture”. Growth of the numbers of clients. Growth of the positive effect you are having on humanity. Growth of the negative effect you are having on any area. And when will the enterprise be at its growth peak, where growth may switch to another form of growth? (Growth in one dimension only is a very poor measure of success and is completely unsustainable. Yet to not have growth being nurtured in one or several domains simultaneously will lead to entropy. Most businesses focus on one dimensional growth which is rapacious growth and leads to community and environmental breakdown.)
Because we live in a culture deploying a model that relies on growth of capital/resource use/monetary profit to survive we prefer using the word syntropy. Where as entropy is a natural breakdown, syntropy is its opposite, a natural regeneration.
18. Following the conversation on growth, what is enough?
Repeat the question. Tell the truth. What is enough for the enterprise? And what is enough for you? This is an iterative question, and yet it needs to be answered honestly and captured in a time line. Consider all domains when answering.
19. Lets talk about your saboteur. How do you sabotage?
What are the patterns? How do you protect against this/against your own saboteur?? Build the mechanism into the design? Set up systems to ensure minimal sabotage or corruption? How does the collective sabotage? How do you respond to collective sabotage and collusion? How do you prevent it from happening?
20. Where will attack come from in the exterior world?
The naysayers, rock throwers, covert and overt troublemakers? What are your pathways to respond? (Revert to values. Principles. The Why.) If you are doing really great work in the world, and challenging the status quo, you will be attacked, so be prepared for it. Build organisational resilience into the design. At the same time, be sure to have mechanisms to discern between attack to destroy, and attack to lift up. Harsh feedback can be very difficult to hear, yet is worth it. Attach can destroy when it is not anticipated and met with an energetic opposite.
21. What will you do if things do not seem to be working?
Is there a process? Who is included? In a DDO (deliberately developmental organisation), it is an everyone process. The opinion of the cleaner is as valuable as anyone’s. This would include your customers and stakeholders. Responding to issues and breakdowns within an enterprise, with rare exception, will be better when it is a whole systems, whole enterprise considered response.
22. How will you know you are on path? Off path?
And how do you keep track? A good indicator of on track/off track is synchronicities or the absence of them. An aligned path, even if challenging, will have a clear set of events that might affirm the direction. Learning to read/interpret signs is a good skill. Feedback loops with fellow team members and external advisors is also helpful to ensure we do not become delusional or collusional.
23. Who else in the world is attempting something similar?
Or maybe offering a different product but using similar processes? Who are your global tribe? How do you connect with them? Learn from each other? It is lonely in the world of creating something that has never been created. Outreach and connection to fellow journey people makes a difference.
24. Who is the listener for integrity?
The one who knows when the integrity of the enterprise has been violated? And how do you give this person/people the opportunity to be deeply listened to, heard and considered? They may be scattered throughout the enterprise, or you may be sure to have at least one person take this role as a major focus. Not to be a witch hunter, but to listen for the hum of resonance and alignment, or lack of.
25. Who are the strategists?
Those who see bigger, further, through complexity? How do you bring them along and enable them to guide? (Strategists can be found anywhere in the enterprise.) Good strategists start with the Universe (whole) first.
26. Who is the advisory board?
Formal/informal. Ensure skill and diversity. (Of everything)
27. What systems need to be in place?
Who is the systemsologist? The one who see’s systems before they are needed?
28. Who are the creatives?
How do you ensure they have a voice and channel? Plus a big white blank canvas to play on regularly. Creatives will challenge, keep things fresh, enable perspective shift, invite play and fun.
29. Who are the peoples people
…those who care for others so masterfully?
30. Who are the spacemakers?
They make spaces and ecosystems that enable humans to be their best. No gathering can do without them, as they add the special sauce, turning bland to beautiful.
*creatives, people’s people, spacemakers and listeners for integrity may have more formal ‘other’ roles, yet these skills they do as easily as breathing. When they are recognised for their capacity to do these things you will get a stronger culture where people are seen for the whole of themselves.
31.Does everything you are creating and doing map back to natural systems?
If not, you have the design wrong. (Unless you are God, in which case, you probably still have the design wrong because you think you are God.)
32. Who is the storyteller?
The keeper of the records? And how is the story captured and told?
and in all the ways you engage with business and enterprise and each other?
34. Rituals and celebrations…what, how, when?
Leave space for some to emerge from the community, as the unpredicted and completely spontaneous rituals are often the best. People thrive on good rituals. It builds community.
35. Agreed channels of communication and application of technology as a tool to support an increase in human connection.
What works? Review regularly, as this landscape changes fast and needs to be adapted with changes in virtual and analog mediums.
37. How do you celebrate and how do you handle failure?
The small and the big. People. Random acts. Failure? Celebration and failure by intent are in the same category as to emphasis one and deny the other collapses the organisational geometry.
38. How do you manage team upset?
Disagreements? Violations of integrity? What is the clear, transparent process that honours humanity in its process, and is both respectful and dignified?
39. What is the check for organisational safety?
That everyone feels safe enough to bring their whole selves, to speak up, to name elephants, to offer ideas? By everyone, I mean everyone. (Including all stakeholders.)
40. What is the daily question?
Example (1)Today, is this a beautiful business? If not, what needs to be done to enable beauty to be restored. Repeat the question, every day. Example (2) Today is our product or service something we are all so massively proud of that we do shout it to the world? If not, what needs to happen? Example (3). Today, are we an organisation that walks our talk, that has a queue of candidates to work here, that is known for its integrity, workplace love/fun/opportunity? If not, what needs to be done?
I don’t have all of the complete answers to these questions. (Legal structures, alternative funding mechanisms) But I do know people who do. Besides, most of the time, it is you and your team who will be answering. Sometimes you might need some education on options before you/your organisation makes a decision.
I do know when the core DNA of an idea that has been gifted to someone/a team has been violated. And I will not stay silent on this. Violations almost always occur as very small transgressions. These lay the path for slightly bigger transgressions, which easily progress to much bigger transgressions. The violation creates an energetic ripple in the enterprise matrix. It no longer holds its shape so well. (Integrity is out.) The moment we step over the very first small transgression is the moment we say yes to a path towards darkness. This is not an exaggeration.
I do know when we violate our own selves on the path to our enterprise build. You can count on me to speak up and hold you to the very best version of you possible.
I do know that when your desire, the idea/project, and your values are aligned then Universe can and will move mountains to enable your idea/project to be brought to life. And that when things get hard, or the flow ceases, it is an opportunity for us to deeply consider that we may have gone off path or violated the integrity of the enterprise, or ourselves, in some way. Or we are simply being asked to shift within on a perspective.
If we pay enough attention, our enterprise speaks to us all about being on or off path, about violations of integrity, about the attempt to apply old models to a new boat, about deception, disrespect, and micro-transgressions.
In the enterprise of humanities future, wholeness and integrity are always the ground, the guidepost, and the feedback.
The question? Do we have the skill, competency, desire, capacity and ability to listen and adjust accordingly?
If this article resonates with you, if it makes all of the cells in your body do a happy dance, if you know that your business will move ever closer to its highest expression through this type of considered application and that an ‘objective yet heartfelt’ support in implementation will be of significant benefit, then do consider the following.
- Consultant Chief Integrity Officer – retainer basis, minimum 6 months.
I work with organisations as the objective, highly tuned listening/seeing/feeling instrument able to discern integrity violations, small and large, and to advise, teach and coach a restoration to Integrity and coherence. Integrity violations do not simply occur between humans, they also occur when organisations make decisions around structures, process, flow, design, resourcing and tech implementation that may be misaligned with the purpose of the organisation and its core DNA. All 40 considerations enable integrity to become the ground of the enterprise. I support the capability of leadership to be trusted fully in their integrity. Part of this role may include strategic oversight towards the fullest expression of the enterprise’s Integrity. I bring both love and rigor to my approach. This is an extraordinary role of partnering towards the most complete expression of your business purpose and ideals. You have to truly want to steward your enterprise as a model of integrity, and be open to deep and often very unsettling considerations.
- I work with businesses seeking to implement these 40 considerations, either at the startup phase, or as a re-calibration. I have a team of highly skilled and future oriented lawyers, funders, systems architects, brand specialists and designers to support the complete build of a beautiful business. This is generally a long term engagement, more like partnership, yet structured to work for best fit for all parties. My objective is always Integrity and a win win win. The starting place…we gotta love each other and what is being created……this is non-negotiable. 🙂 And you have to want to do this as a major commitment. Fluffing with the superficial is not what this is about.
- You want a speaker…passionate, a little edgy, always thoughtfully provocative..I speak on The Business of Being Human– restoring humanity as the reason we build business: Beautiful Business– creating enterprise that enables ALL human thriving: The Exception to Trust -when lies and deception are more trusted than truth. See this article. (when I speak on this topic I do provide ways to restore trust and integrity.)
Contact me to discuss any of these options. christine at 223am.com
Photo credit; Christine McDougall, 2017.
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