Most business challenges . . are people challenges.

In the first life post-university I was a consultant for much of the time; you know what they say . . the younger you are . . the more you know, and I had so many answers and strategies . . on such good looking power point.

In the second block I joined my husband and his business partner in their business. For 12+ years I worked in whichever area needed support that I could contribute to.

In a smaller business there’s a much bigger need to build a supportive culture for people . . than there is for strategic guidance. The big learning here . . was that you can have as many strategic power point presentations as you like, but most business challenges are people challenges. I include myself in that.

After connecting in with a bunch of like-minded folk through Seth Godin’s altMBA I think I realised something I’d been feeling all along. That within business, many of us are still coming at things from a frame of academia. There are methods and books, there are consultants and models . . but there’s not much language or discussion around that gap between what it means to be in business (or have a job) and what it means to be human.

What does it mean to self-lead and self-learn? What does that really look like? What does it feel like? And how might we practice it? How might we fake it until we feel it? How might we deliberately create a new way of thinking about ourselves and what we’re capable of, and how might we meet eachother differently . . at work?

And what opportunities might that surface for us as people . . and the company we work for?

So that’s what I’m super focused on right now. I’m playing around with different tools that might help us to develop some great behaviours and have better conversations . . in the quest to create a culture of self-leadership and self-learning.

I think of them as curious tools for our human company.

Photo credit | Joe Green on Unsplash

Jen

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