Page 55 - How Great Leaders Build Abundant Organizations That Win

THE WHY OF WORK

TABLE 2.1 Abundance Summary (continued)

PRINCIPLES OF
CHALLENGES RESPONSES ABUNDANCE
(Crises evident in today’s (Key concepts and disciplines (Synthesis and extension of
world) responding to the crises) current thinking)
DISPOSABILITY AND CHANGE GROWTH, LEARNING, AND In the face of change,
RESILIENCE
Lack of long-term com- use principles of growth,
mitments to people and Bounce back after learning, and resilience to
things leads to leaving, not setbacks and create a persevere with both
learning learning culture people and products

HOSTILITY AND ENMITY CIVILITY Honor differences in what
Win-lose paradigms crowd Demonstrate respect by helps individuals feel
out win-win solutions. honoring and valuing happy, cared for, and
differences excited about life

Seven Questions That Drive Abundance

We propose seven questions to help leaders drive the abun-
dance agenda—questions that help leaders make meaning,
add value, create emotional energy, and foster hope while at
work. These questions apply to leaders at the personal level
(Am I finding abundance myself?), at the interpersonal level
(Do we have an abundant work team?), at the organization
level (Are we fostering abundance in this organization?), and
at the societal level (Can our industry or community help
humanity at large?). The key concepts listed on the right in
the preceding list help us approach these questions. The key
principles of an abundant organization emerge from these
approaches. This is the architecture for abundance.

1. What Am I Known For? (Identity)

A sense of abundance is fostered by a clear sense of who
we are, what we believe in, and what we are good at. In the
bank example, McKell and his team were excited when they

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