People! Purpose!! Performance!!!

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The human-centered culture rests on three pillars: People, purpose, and performance. Everything about the organizational culture should start and end with people. If organizations get the culture right, everything naturally falls into place.

Culture impacts:

1. How people feel about the organization they work for

2. The performance of the business model

People produced as human value

People are first

People are the product

People are the asset

This simply means that the culture should be one that treat the people as humans, not as functions. It should be a place where people feel cared for. The culture should be designed to help the employee meet their needs and find meaning in their lives.

Cultures that are based on values, behaviors, and rituals are not human-centric. They are employer-centered. People are not treated as humans but rather as a tool or means to an end. They are tools for what to value, how to behave and what should be done. That turns them into a function or a machine.

And if they decide to behave outside the way the organization expects them to behave, be their real self, they are considered to be out of fit with the culture of the organization.

When people become your focus, the culture will treat them as people to be cared for. The leaders see themselves as stewards of the life entrusted to them. They own the family of their people trust. This focus impacts recruitment. When people are your focus, it will be based on the following:

1. Promise of Value

2. Recognition

3. Care

When an organization has these three in place, it will attract the right people and invest in their growth. People are your asset and product.

Purpose creates engaged employee

People spend 40 or more hours of their lives at work. People want their work to help them fulfill their purpose. People who live their purpose at work are more productive than people who don’t. They are more engaged too. They are healthier, more resilient, and less likely to leave the organization.

The purpose of an organization should not be about profit or the product it is making but rather a cause that inspires people. The purpose is the heart of your company. If you want employees who are loyal and committed to the company, then you should. People want to find meaning at work. Work should not define their purposes, but rather it should find meaning in what they do.

Organizations should have a purpose and a cause they are advancing that focuses on making a difference in the world. They should inspire them with a higher purpose and cayuse to find meaning at work. Without a purpose, a company is like a ship with a rudder.

In the Human-Centered Culture Innovation Canvas, companies have to define their purpose for existing and the cause they are advancing globally. A cause that is bigger than life engages people’s hearts, minds, and bodies to make it happen. Apple and Barry-Wehmiller have been able to integrate their purpose and cause into what their people do every day at work.

Everyone is fired up because they know that what they are doing matters and it makes a difference. People want work that makes them feel they matter and what they are doing no matter how insignificant is making a difference and is important to help achieve the purpose of the organization.

When people find purpose, three things will result:

1.??????Inspiration

2.?????Meaning

3.?????Transformation

Purpose results in meaningful connections and relationships.

Performance creates economic value

Any culture that doesn’t unleash the ingenuity of people may likely not be human-centered. The traditional culture based on values and behaviors is a push culture that puts pressure on people to perform. The Human-Centered Culture creates an environment where people’s potential and ingenuity are pulled out.

When people are inspired, they become engaged. In most workplaces, all they get is the presence of the people who do routine work and leave at the end of the day exhausted and in some cases wishing they will get an opportunity somewhere else to work.

When people feel treated well, as humans, with care, they come to the workplace with their minds and hearts engaged. They make significant contributions because they know they are valued and what they do will be recognized.

Human-Centered Culture triggers the right human traits in people. When people feel their dignity is honored, they respond with everything they have to build the business. However, when their dignity is violated, they unconsciously engage in sabotaging behavior that ends up impacting the business negatively.

People create value. They can withstand anything if they are inspired and made to feel great about themselves. Human-Centered Culture builds the self-esteem, self-worth, and self-confidence of people. They feel great about themselves and give their very best to increase the value of the organization they work for.

For people to perform, they do the following:

1. Engagement

2. Create Value/Innovation

3. Self-Actualization

When people perform, they feel fulfilled. The Human-Centered Culture sends people home each day happy, healthy, safe, and fulfilled.

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