An Everyone Culture: Becoming a Deliberately Developmental Organization by Robert Kegan & Lisa Laskow Lahey

Author:Robert Kegan & Lisa Laskow Lahey [Kegan, Robert]
Language: eng
Format: epub, mobi
ISBN: 9781625278630
Publisher: Harvard Business Review Press
Published: 2016-02-29T23:00:00+00:00

Decurion Business Leadership Meetings

A final practice brings all parts of the company together. Once every three to four months, depending on the need, the entire business leadership—every manager—attends a daylong DBL (Decurion business leadership) meeting. Most of the meeting takes place in one circle, with everyone able to see everyone else.

A DBL is a slower, more deeply reflective version of a huddle. There are no outside facilitators.1 A DBL usually begins with individuals checking in, sharing the worries and excitement that have a hold on their attention, so that they can acknowledge these concerns and ideas and allow others to better understand what’s going on interiorly. Senior leaders align intentions by foregrounding the issues that now require the entire community to act together as businesspeople first, rather than in the guise of their roles—for example, a real estate deal that will stretch the company by its scale and complexity, a national expansion of the theater circuit, the plan to launch a new business line the company has no direct experience in (yet).

Throughout the day, there are whole-group discussions of the requirements of business goals and the ways that parts of the company will need to stretch in capability to achieve business growth. The DBL may also include small-group discussions arranged by division, and celebrations of individuals who exemplify the values of the company. Leaders may share and lead a discussion of an evocative work of art, such as a poem, that heightens members’ awareness of the challenges that lie ahead and encourages them to take heart in believing that they can grow in the ways that are required.

Life at Decurion, as at Bridgewater and Next Jump, provides a range of opportunities for development. The opportunities span various scales of routine—the hourly, the daily, the weekly, the monthly. They provide safe, trusting, and consistent places for this work within widening circles of community—from personal coaching, to team developmental dialogue, to shared organization-wide learning experiences. In that spirit, we borrow the idea of a “crew” from Decurion in observing something more general about DDOs. Working on oneself as part of a job requires that everyone, from the CEO to entry-level workers, has a crew to practice with—a trustworthy group of people who can be counted on as a source of challenge and support.

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