Post by valerie on Apr 22, 2016 18:02:22 GMT
Today’s discussion with Doug Rauch was a basket of goodies. With each new insight shared I felt more and more excited. Where do you start when you want to touch on all the things you have learned? I am a sociologist in my heart. I love how we engage, sustain and maneuver in group life. I like to understand what effects the group and how do we resolve those issues. I like learning of culture because it is defining in helping us to understand group dynamics and how to serve and engage the group. I like the the role of culture in the innovation process. With that said, I really liked the notion of Capitalism Vs Crapitalism-( no typo- he actually said this word) when businesses extract value from communities and hiring of the previously incarcerated- both powerful in my opinion.
What I heard is, profit is the oxygen to a business but it is not the only thing. He argues that our company culture, our staff, changing the way we hire staff, who we hire, giving them voice, allowing them to feel like what they say matters- adds value. For me, I feel that creating an environment like this allows for more creativity, more ideas and therefore allows for more innovation. Doug used an example where he stated that no one likes to be micro managed, and for a while, because he knew the answers he was basically not allowing his team to develop and grow because he was basically intervening at every juncture. This type of leadership can stifle creativity, as it does not allow for mistakes, correction and learning and growth. I asked myself, how can I add more to the team I lead? How can I ensure that I do not become a leader who micromanages but delegate more and feel confident that the team will get it right- (after all, have we not hired some of the best in social services)?
Creating a business that will employ men with tracking devices on their person and giving them hope when many businesses will not, is what I call a business with a heart. I think that everyone went to that place inside of them that got very soft, that elicited a wow or aha or both. A business which allows people to have their dignity by not searching them, by not having armed guards, or anything that insinuate distrust it is the ultimate way to add value to a community.
What I heard is, profit is the oxygen to a business but it is not the only thing. He argues that our company culture, our staff, changing the way we hire staff, who we hire, giving them voice, allowing them to feel like what they say matters- adds value. For me, I feel that creating an environment like this allows for more creativity, more ideas and therefore allows for more innovation. Doug used an example where he stated that no one likes to be micro managed, and for a while, because he knew the answers he was basically not allowing his team to develop and grow because he was basically intervening at every juncture. This type of leadership can stifle creativity, as it does not allow for mistakes, correction and learning and growth. I asked myself, how can I add more to the team I lead? How can I ensure that I do not become a leader who micromanages but delegate more and feel confident that the team will get it right- (after all, have we not hired some of the best in social services)?
Creating a business that will employ men with tracking devices on their person and giving them hope when many businesses will not, is what I call a business with a heart. I think that everyone went to that place inside of them that got very soft, that elicited a wow or aha or both. A business which allows people to have their dignity by not searching them, by not having armed guards, or anything that insinuate distrust it is the ultimate way to add value to a community.