The Human Side of Enterprise
The human side of enterprise is endlessly fascinating. Douglas McGregor, part of the avant-garde on human performance, stressed the need for leaders to have an effective theory about human nature. Teaching at MIT, McGregor likened it to the way a civil engineer must understand the nature of water in order to build a dam. Were the engineer to assume water flows upstream and design accordingly, no one would reproach the water for not getting with the program. Yet many leaders seem to absolve themselves when things don’t go as planned, saying, “people resist change.” Of course, they do, and it is the leader’s job to anticipate that. So let’s be intrigued by human nature and the nature of change and design accordingly. The best place to start is by crafting a personal Leadership Model, one that can guide you through turbulent times.
UNIFIED
The movie Gandhi has a powerful scene called The March on the Salt Works. Row upon row of people, filled with fierce resolve, step forward, defying British rule. Hour upon hour, standing in the harsh sun, awaiting their turn to get clubbed and knocked unconscious. Where did they find such courage?
UNIVERSALS
In business, we appreciate boldness, swagger, and the “masters of the universe.” We track the ticker tape of better, faster, cheaper, and smarter. Then someone tells us about a boss who flew first class and returned in cargo. We stop in our tracks and are reminded of the great question: “Since death alone is certain and time of death uncertain, what should I do?”