Organizations, founders, managers, and employees who are self-aware do better than those who aren’t.
This should come as no surprise, but in an economic, social, and even political climate where “knowing thyself” is as mysterious as “knowing thy customers,” it becomes incumbent upon an organization–and the people employed by it–to be self-aware.
- What does our organization do here in the world?
- Why are we doing it?
- Is what we’re doing useful, not to the market or to our customers, but also to the overall economy?
- Does our company care?
- Are we just here to satisfy our shareholders?
- If our employees don’t care (or do care) why do they care and how do we grow what they care about?
- What do other people (i.e. the market (fans, customers, clients, shareholders)) think that we do?
- If there’s a chasm between those two perceptions, how do we cross it, if we want to, or how do we live with it, if we don’t?
- Are we recruiting, interviewing, and hiring people that are self-aware about why they want to be here?
- And if we aren’t, how do we get them to leave in a way that honors them and makes space for the kind of people we want to be here?
Answering all (or any) of these questions honestly and clearly, requires the courage to speak up, be in the room, stay engaged, and be open to self-critique.
And in case you’re wondering if this all actually works, well here’s a little something to watch…