Whole Leaders, Wild Trust

PART IVBuilding a Whole and Trusted Organization

Imagine working in an organization where your job is clear and you have a direct line of sight between what you are doing in your small piece of that organization and the final product or service you provide. You see that connection. You see where your results are meaningful because even if you don’t have daily interaction with your frontline customers or the people you serve, you can see the linkage between what you produce, and the increased level of flourishing experienced by those customers.

Imagine that you have a respect for your manager, and you work with a manager or senior leader who sees you while working at maintaining appropriate boundaries. Imagine an organization where toxicity and blame are not tolerated, and performance and care for people are rewarded. Imagine an organization that is intentional about connecting the systems, the performance, the production, the operations—everything—to the heart of the people who walk its halls or fill its virtual offices every day.

This is the heart and soul of a whole and trusted organization.

In Part IV, Chapters 20 through 23 explore what it means to build and sustain that kind of organization—from the maturity of its leaders, to the culture that holds its people, to the integration of engagement, performance, and trust at every level.