The Harvard Business Review recently ran an article called Do You Really Want to Be Yourself at Work? which raises some interesting philosophical questions like: What does it mean to “be yourself”? What would it look like to “be who you are becoming”? http://blogs.hbr.org/2014/06/do-you-really-want-to-be-yourself-at-work/
As a professional recruiter who is invested in human development and creating environments that support people to grow, I read this article with interest, especially when it talks about corporate cultures that are invested in developing employees.
For three years [the researchers] went around the world, asking hundreds of executives to describe the attributes of their ideal workplace. Topping the list was an environment where people could be themselves and where the company invested in developing them (and everyone they worked with) to be the very best they could be.
I would argue that creating an environment, a corporate culture, where people could be other than who they are would help people more than attempting to be “the very best they can be”. That said, a corporate culture that is, “dedicated to developing every one of its people by weaving personal growth into day-to-day work” is on the right track. Rather than weaving “personal growth” into the day-to-day work, companies might want to consider putting the focus on the totality of its employees growing. How does that happen? One way is by supporting everyone to be risk-takers – all of our mistakes and failures are opportunities for creativity and development:
In these companies employees didn’t spend any time hiding their inadequacies or preserving their reputations. Rather, everyone — from the CEO on down — was expected to make mistakes and learn from them and grow. In fact, both organizations had elaborate systems designed to promote individuals into roles a bit beyond their comfort zones to ensure that they would inevitably learn from failure. In this way people became masters not of any particular skill but of learning to adjust to new situations, which produced organizations that were remarkably resilient.
Yes and! Learning to learn seems key. The work that I do as a coach is about finding new performances that not only allow people to go beyond their comfort zones but to discover who we are becoming. I was interviewing a young woman this week who constantly peppered her speech (as many young people do) with “like” and “you know”. I was coaching her to be more self-conscious of this to help her present in a more mature and professional manner. I suggested that she use performance as a tool to do that. She asked me, “You mean like my alter-ego?”. As a good improviser I accepted her offer and appreciated that this is a way she could be other than who she is.
I took the survey embedded in the article to answer the question, Would you love to work in a place where you could truly be yourself? Yes, I do “thrive in a deliberately developmental organization”! One important way that an organization can become “deliberately developmental” is to allow people to be other than who they are – to perform in new ways, to play new roles and to perform our potential.
The non-profit All Stars Project Inc. http://allstars.org is an example of an organization that is “deliberately developmental” – it is a model that for-profit cultures could learn from.