Following our interview last week with Dave and Wendy Ulrich, management consultant John Pope gives his review of ‘The Why of Work’.
Title: The Why of Work
Authors: Dave Ulrich and Wendy Ulrich
Published by: McGraw-Hill
ISBN 978-0-07-173935-1
281 Pages
USD $27.95
This is an important book – organisations and senior managers who take up the principles that Dave and Wendy Ulrich set out will find ideas they can apply even if their organisations are, and are seen to be, already good to work in. And if they are already seen as worthy and effective by shareholders, customers, suppliers, or the community, there will still be scope for further improvement in transforming the organisation into what the authors term the ‘abundant organisation’, which they define as one where it has enough and to spare of the things which matter most – creativity, hope, resilience, determination, resourcefulness, and leadership. The authors combined their considerable experience; Dave’s at Ross School of Business at the University of Michigan, and Wendy’s from working on the psychology of personal change. They see that it is possible by applying their principles and the methods they recommend to create and maintain an organisation which creates sustainable outstanding results and where all those who are involved get lasting value.
Their approach
They set out seven basic ideas which ‘drive abundance’ and which managers who want to build a much more effective and abundant organisation can apply. These are the theme in subsequent chapters. Their basic ideas are in the form of personal questions to the manager and which can then be applied to the organisation.
‘What am I known for?’ is about having a very clear identity which defines the organisation’s character, beliefs and strengths. They emphasise the importance of this clear identity and its influence on the relationships which those in, and those dealing with the organisation, have with each other and which affect all their dealings.
‘Where am I going?’ is about the importance of balancing aims and identifying an over-riding goal to which all efforts must lead.
‘Whom do I travel with?‘ is about having strong relationships with co-workers and how that can, if well maintained, strengthen teamwork, engagement and retention.
‘How do I build a positive work environment?’ is about the leader’s responsibility to develop strong values, to clarify them and demonstrate these openly to the team members, and how to recognise the values which members demonstrate rather than those they just sign up to. It points out that pride, a high profile and arrogant attitudes to people and those the organisation deals with can easily lead to disaster. Pride cometh before a fall; and that senior managers who put their personal interests before the interests of those they lead and serve are likely to fail disastrously when circumstances turn against them.
‘What challenges interest me?’ Just as a manager should be interested in challenges so should the organisation. The abundant organisation is opportunistic, and should have a good range of tough, exciting opportunities if it is to be an exciting place to work and be ahead of its competitors.
‘How do I respond to disposability and change?’ This is about the need to welcome change and take advantage that change offers. It is also about being prepared to abandon old ideas or activities which are no longer relevant to the organisation.
‘What delights me?’ This is about getting real satisfaction and pleasure from what the managers, and by implication the organisation, achieve. It also implies that the manager or organisation must abandon those activities which are no longer a source of pleasure and satisfaction, and find new ones.
Their message is clear
When leaders help their people explore these questions they help create abundant organisations with positive results for individuals and the organisation.
There is a strong ethical line throughout and a clear message that high profile and arrogant attitudes to people easily lead to disaster. ‘Pride cometh before a fall’. Senior managers who put their personal interests before the interests of those they lead and serve are likely to fail disastrously when circumstances turn against them.
While the book is intended for those who are senior and have real influence in a large organisation the principles it sets out apply equally to managers at any level and are those on which underlie much management training is based.
Their examples
The book draws on a wide range of examples from different organisations which they use to support their case. In some ways is a 21st Century version of the 18th Century writings of Samuel Smiles which included examples of success and influenced many in Victorian times.
The book is not an ‘easy read’. In part this is because it is concerned with concepts, but it is also suffers from the length of the words and sentences. It is worth reading and re-reading.
