Listening: A Strategy and Change Blog | Hosfeld & Associates

By Kathleen Hosfeld

Over a Christmas holiday in 2004, I was working on an article that describes the strategy framework we use at Hosfeld & Associates.  As I often did, I shared my draft with my dad, Bob Hosfeld, a retired Alcoa executive, whose perspective always expanded my awareness on any topic we discussed.

There were two key questions in the model at the time:

• What is the change we want to create in the world with our work?  This question spoke to the larger purpose and intention of the company.
• What are the means we will use to create this change? This question speaks to the particular strategy the company will employ to create this change. What is the work it is uniquely positioned to do?

So far so good, I thought.  Dad, however, replied to the effect: “This is all well and good, but it won’t matter at all to the rank and file.”

“What do you mean Dad?”

My father had worked his way up through the executive ranks at Alcoa by first working at smelting facilities in Washington state. Aluminum smelters take the ingredients of aluminum, melt them down and form the basic products that are sent off for further shaping or fabrication.  What came to his mind were the men and women who worked the “potlines,” doing hard physical labor, with the potential for injury, day-in, day-out.

“Your questions are for the white collar people at the top.  What the person on the potline cares about is relationships.  Can I go to the break room at lunchtime and sit with people I like and trust? If I’m injured, will the company care for me and help me get back to work?”

“So for them it’s about how we treat each other in the workplace?”

Dad agreed. This gave birth to the third question in the model :

• How do we want to be together as we do this work?

I published the article we worked on in 2005 just before Dad passed away. Much has changed since then in terms of the expectations that people have toward their work. Increasingly more employees expect their employer to have a purpose that transcends profit alone. They do care about the first two questions more than they once did.

Yet, lately I’ve been realizing the genius of Dad’s contribution to the model.  Too often an inspirational purpose is designed only for the benefit of customers “out there.”  While that’s important, it forgets that one of the largest impacts a company can have is on its employees. Translating our noble purpose into values that we intend to live out every day within the company does two things.  First, it gives us a way to “be” the change we seek to create in the world.  Second, it creates the authenticity that comes from “walking the talk.”   When employees see it, they believe it.  When it matters to them personally, they see how it can matter to the customers they serve.  They are then more compelled to live it themselves.

Brand, strategy or purpose. They all suggest values to which we aspire and seek to live out.  Claiming and institutionalizing these values is the way to make the change we seek here and now.

Tags: brand, conscious business, Purpose, Strategy, Trust, values

This entry was posted on Wednesday, August 29th, 2012 at 9:18 am and is filed under Strategy. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.