The New Nimble

CHAPTER 2Be Your Better Self

In Chapter 1 we looked at the “why” behind the “what” for an organization. The “why” for most for-profit enterprises is evident from that very name – they exist “for profit.” If a business isn't making money, it doesn't last long. Even the most enticing internet startup has to eventually demonstrate how it can monetize its services or it doesn't last. And non-profits need to demonstrate value, or they cease to gain the widespread public support to fund their operations.

But the essence of an organization isn't limited to its mission and the motivation for that mission. It also includes the way people act while executing on that mission. We all spend more time doing our jobs than doing any other single activity in our daily lives. We brainstorm solutions with each other, mentor and develop newer team members, and execute on our tasks. How we treat our colleagues and clients engaging in these activities defines a large part of our organization's essence.

The guidelines underpinning our interactions might be listed in an employee code of conduct. However, our actions on any given day, in any given interaction are likely influenced more immediately by the values our organization claims to profess. An organization's values are not usually handed down from the top, although they may have originated from the personality of the organization's founder. More likely, they grow from the body of staff members, and they create that company's culture.

Culture ...