Your Result

Developing

Your results reveal that your organization is currently in a Developing mode when it comes to human thriving at work.

Summary

A Developing score indicates that your organization has made some investments in human thriving but may be just getting started. You and other leaders have likely put effort towards building People Leadership skills—good job—but there is so much more you can do!

Do these resonate with you?

01.

Burn-out and overwhelm are common.

Typically, the focus in a Developing organization is on intense work effort rather than building team strength, especially for senior and middle leaders.

02.

Mission, vision, and values are unclear.

The organization’s mission, vision, and values either do not exist in writing or were created some time ago and are no longer relevant to the current market brand and culture.

03.

No written approach to leadership.

You don’t have a sophisticated, written approach to leadership, but you do support leaders to be authentic, imperfect, and vulnerable, which builds camaraderie and trust in their teams.

04.

Teams are undeveloped and under-skilled.

Teams are not a well-developed building block for the organization, and often, employees and leaders alike are under-skilled at working through problems in healthy, generative ways together.

The Hidden Secret

It’s time to come clean. In everything you’ve done so far, we’ve talked about “human thriving.” In many ways, though, you’ve just completed a culture survey.

Organizational culture is often an unhelpful jargon word. However, culture can be summarized simply in this phrase: culture is how we do things here.

Your culture is:

  • embedded in your policies, pay scales, and interpersonal dynamics at work
  • felt in your customer interactions and is a huge driver of the talent you can recruit
  • measurable but invisible
  • rooted in the beliefs and assumptions help by everyone in your organization

Culture has the capacity to supercharge your organization or, in your case, keep it stuck—and, as a result, keep you stuck running around trying to fix things that seem to break over and over again.

What if problems solved themselves?

With a robust and resilient culture supporting human thriving, problems will begin solving themselves.

Really, though, it’s your people—who are now activated and enlivened—solving their own problems without your direct intervention.

That leaves you to focus on what you need to focus on as CEO or leader: long-term strategy, success, and growth.

Are you ready to move beyond Developing?

Take concrete steps to move your organization to be one that is good for people.

When people thrive at work, everyone wins.

How to move from Developing to Flourishing

Building a culture of human thriving isn’t rocket science. But that doesn’t mean it’s easy, either. Your willingness to embrace the challenges and joys of shifting your workplace to be more human-centered will be essential to your success.

Knowing where to focus your efforts when you’re in the Developing phase can be daunting. You’re already doing so much! The good news is that subtle adjustments and refinements in your focus can deliver big results relatively quickly. It doesn’t matter where you start, so long as you start. 

In our experience, three focus areas will give you the best returns on your effort. Pick the one you’re closest to attaining.

1. Tune into your culture.

Your score indicates that there are some cultural issues in your organization. That means you need to become a culture expert. Learn what makes a healthy culture, what makes a toxic one, why these things matter, and what specific issues (or people) may erode your organization’s culture.

2. Build leaders who are good for people.

One of the most immediate causes of cultural problems is leaders who are not good for people. Often these are leaders who manipulate others, individuals who create a cut-throat competitive environment, commit outright harassment, etc. Sometimes it is not this obvious—a toxic leader could be a functional expert but might have never learned about how leading for connection and being emotionally intelligent could make a difference. As a top-level leader, you’re responsible for ensuring all the other leaders in your organization do their part to create safe, brave environments for everyone.

3. Invest in Teams Who Care.

Most of the work we execute in the workplace takes place in partnership, and yet building good teams is hard. Ideally, teams should have high trust, high psychological bravery, be able to hold accountability with compassion and more. These human skills make the biggest difference in your team’s capacity to get phenomenal results together.

Book Your Exclusive Call With Moe

Take concrete steps to move your organization to be one that is good for people.

When people thrive at work, everyone wins.

Why Culture Matters

Sometimes knowledge helps as much as action. If you want to simply dip your toes into the world of culture, we have some exploratory resources to recommend:

Moementum Inc founder, Moe Carrick, outlines the costs and consequences of not measuring or tracking human thriving in terms or organizational health. It will orient you to our original framework (The 7 Needs Humans Have from Work) and pinpoint why it’s so important for leaders to strive to meet those needs.

Margaret Heffernan, who’s been the CEO of five successful businesses, shares why we need less tech and more messy human skills – imagination, humility, bravery – to solve problems in business, government, and life in an unpredictable age. “We are brave enough to invent things we’ve never seen before,” she says. “We can make any future we choose.” Watch this talk to inspire you to dig into the human elements that make your workplace possible and outline how to shift what you measure.

Dr. Brene’ Brown’s groundbreaking work on courage, shame, and vulnerability takes a frank look at outdated modes of interaction, communication, and leadership that do not serve human thriving. Her Netflix special provides a potent look at why courage matters to all of us as precursors to living the lives we crave.

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