organisational authenticity and meaning

organisational authenticity and meaning

Business bookshelves are groaning under the weight of single ideas padded out to 250 pages, recycled and repackaged messages and occasionally, some ground breaking insights. I recently read a book that falls into the last category – “ Meaning Inc. – the Blueprint for Business Success in the 21st century” by Gurnek Bains. Bains is founder and CEO of YSC, a corporate psychology consultancy with global offices.

This is not another “In Search of Excellence” or “Built to Last” – books that looked in the rear view mirror and reverse engineered the precursors of success. Many of their successful companies floundered. Bains, using the widespread research of YSC, has delivered a concept that is enduring and creates meaning for employees, customers and stakeholders. His premise is that bringing meaning into the workplace is the best way to motivate staff and achieve sustainable high performance, and uses a number of corporate examples on the journey.

Bains argues that the following attributes are present in companies who create meaning:

  • An invigorating sense of purpose that goes beyond business success and which makes people feel that they are changing society as opposed to servicing needs
  • The courage to set extremely challenging goals and to be ground breaking in the pursuit of the core purpose
  • An innovative approach to benefits and the treatment of people which makes them feel special
  • A culture that allows people to be themselves and to feel that they are personally making a difference and utilizing their distinct talents
  • A rigorous and at times almost aggressive approach to evaluating performance and contribution
  • Clear and authentically grounded values which are lived through thick and thin
  • A concern for the sider and particularly, the environmental and societal impacts of business activities
  • Through all the above, an excellent reputation with consumers and other political and social stakeholders
  • Excellent long term performance coupled with a preparedness to sacrifice short term gains if their achievement conflicts with the core purpose and values.

I must say that from recent experience, particularly working with people under 35, this series of prerequisites really resonates. It is all about being authentic. I have now shared this book with four CEO’s who all claim it has impacted significantly on their approach to their leadership and buy in from staff.

A clear sense of purpose and the leadership vision to set a course based on the Bains approach, depends on the CEO and her executive team. Once established, it has a much better chance of success if reinforced through measurement, something which will, in its own right, make a significant contribution to productivity and performance.



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