who has the most fun simply being on set

☐ We, as an organization, resist red tape. ☐ The rules are clear and apply equally to everyone. ☐ I understand how my job fits with everyone else’s. ☐ I am accomplishing something worthwhile. ☐ We generate value for ourselves by adding value to others. ☐ Compensation is fairly distributed throughout the organization. ☐ The weakest performers can see a path to improvement. ☐ The best people want to strut their stuff here. ☐ Every employee is given the chance to develop. ☐ I feel comfortable signing my name to comments I make. ☐ Many channels of communication are available to us. ☐ It’s not disloyal to say something negative. ☐ More than one type of person fits in here. ☐ Passion is encouraged, even when it leads to conflict. ☐ People who think differently from most do well here. ☐ We’re all encouraged to express our differences. ☐ I’m the same person at home as I am at work. The more check marks you have, the closer you are to the dream. To find out, check off each statement that applies. How close is your organization to the ideal? We call this “the organization of your dreams.” In a nutshell, it’s a company where individual differences are nurtured information is not suppressed or spun the company adds value to employees, rather than merely extracting it from them the organization stands for something meaningful the work itself is intrinsically rewarding and there are no stupid rules. Together they describe an organization that operates at its fullest potential by allowing people to do their best work. But underlying the differences of circumstance, industry, and individual ambition we found six common imperatives. What did they mean? Many of their answers were highly specific, of course. But the executives we questioned made it clear that to be authentic, they needed to work for an authentic organization. Simply put, people will not follow a leader they feel is inauthentic. This mission arose from our research into the relationship between authenticity and effective leadership. What would it be like? For three years we’ve been investigating this question by asking hundreds of executives in surveys and in seminars all over the world to describe their ideal organization. Suppose you want to design the best company on earth to work for. Your challenge is to match-and then to exceed-what they have managed to accomplish. Companies like Arup, LVMH, Waitrose, and even McDonald’s are doing it to varying degrees. Almost all of them require leaders to carefully balance competing interests and to reallocate their time and attention. This list contains no surprises, but implementing the elements is no easy task.

But they nonetheless stand as an agenda for executives who wish to create the most productive, most rewarding workplace imaginable.Ĥ.

Their insights come from surveys and interviews of hundreds of executives from all over the world.įew organizations embody all six attributes of the dream organization, many are difficult to achieve, and some even conflict with one another. Goffee and Jones have identified the six most essential imperatives for creating an ideal work environment. No organization can fulfill every hope and desire of its employees, so it helps to know which matter most to people.

Who has the most fun simply being on set