I am writing a book. It’s called Small Change: how to work, lead and follow in the 21st. Century. I am blogging draft synopses of sections of the book as I write it. I would be grateful for comments, questions and feedback as I proceed.
Below is a draft of Chapter 1, Part 3. You can see an Introduction and other drafts on my blog or LinkedIn Pulse.
Chapter 1: Have you ever seen a CEO with a Human Capital Asset barcode?
Part 3: Small change: You are a unique business; start behaving like one
If you work, you sell your skills for money. In business, they call it revenue. Whether you’re an employee or self-employed, you will have overheads. The difference is profit.
You have financial assets and liabilities. And you may have shares or options with a future value. Together these constitute your financial net worth.
You have strengths, which are intangible assets and weaknesses which are intangible liabilities. The difference between these is a sort of intangible net worth. If you didn’t, no one would hire you.
You receive intangible benefits from your work. These are the feelings you need to make the effort worthwhile. This effort, including the management of relationships, are intangible costs. The difference between these is a soft surplus or a deficit.
A significant number of people I meet have a soft gap. The official happiness statistics bear this out. This book is, in part, about how to close that gap as much as possible.
Your personal history is unique. No one on the planet shares your precise history. There isn’t another you amongst the 7 billion or so people in the world. Therefore, you are 1/7 billion regarding your uniqueness. This reality gives you a unique selling point – a USP as they call it in business.
Many companies claim falsely, a USP. Few, if any, have a unique anything. Businesses are, as Professors Barwise, and Meehan pointed out in Simply Better, “simply better or not than their competition across a range of category benefits”.
The irony is that only individuals can honestly claim a USP. Usually, they don’t because it’s scary to do so. The entire canon of organisational theory is, unconsciously, designed to discourage your ownership of your unique value. Why? Because leading and managing unique individuals is perceived as impossible.
So the language and labels used in business reflect this perception: human capital assets, resources, hires, direct reports and leavers. You couldn’t find more dehumanising words if you tried.
The inconvenient truth is that you are a professional services firm, on legs. All the art and science of business can be applied to you as easily as it can to a huge corporation. The only difference is the number of zeroes in the size of your revenues and the complexity of running the business of being you.
My clients are underwhelmed, at first, when I outline this view of the world. They believe that the asymmetrical power relationship between employee or contractor and boss or client negates my proposition. They might say “I can be as unique as I like but that won’t cut any ice with my boss if he or she wants to be difficult.”
It’s a reasonable point. But I disagree with the premise that nothing can be done about the power differential and that “put up or shut up” is the only option. I believe that there is a midpoint between accepting the status quo and getting fired.
It’s about making small changes in your own behaviour first. Then stand back and witness how the organisation changes its behaviour with you.
And if many people were to change their behaviour at work, fundamentally, there might even be a revolution in how we work in the 21st. Century.
Why not? Organisations are merely coalitions, joint ventures, and contracts between unique people businesses for brief periods. What if the nature of these were to change?
Want to talk leadership? Contact me through my LinkedIn profile or call me on +44 (0) 207 754 0335
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