Aligning the ‘Who’ and the ‘Why’ With the ‘What’ and the ‘How’
It’s curious that we tend to use the verb to be when talk about what we do.
We say I am a project manager, a lawyer, doctor, engineer, secretary, bus driver, director or other job-title.
We are always a lot more than what we do, but the language we use signals how important our work is to us.
A healthy sense of actually being what we do is therefore important.
Only by being it can we really enjoy and achieve peak performance at doing it.
By being I mean that our internal values and beliefs are aligned with our work; that we feel a sense of congruence between the person ‘inside’ and the work ‘outside’; the ‘who’ and the ‘why’ are aligned with the ‘what’ and ‘how’.
To do doesn’t engage us emotionally. To be does. To be speaks to our sense of purpose.
Chris Martlew’s new book, Changing the Mind of the Organization – Building Agile Teams,