{"id":28008,"date":"2021-12-01T16:56:37","date_gmt":"2021-12-02T00:56:37","guid":{"rendered":"https:\/\/blogs.georgefox.edu\/dlgp\/?p=28008"},"modified":"2021-12-01T16:56:37","modified_gmt":"2021-12-02T00:56:37","slug":"hide-and-seek","status":"publish","type":"post","link":"https:\/\/blogs.georgefox.edu\/dlgp\/hide-and-seek\/","title":{"rendered":"Hide and Seek"},"content":{"rendered":"

Robert Keagan and Lisa Lahey\u2019s An Everyone Culture<\/em> takes a look into the collective return on investment when a company becomes a DDO, Deliberately Developmental Organization, that empowers their employees at all levels to approach their roles in an authentic manner. At the root, Keagan and Lahey discuss how the \u2018hiding\u2019 an employee has to do to cover up their weaknesses becomes a deficit for the company and only reinforces the need to perform in a role. Classified under business and economics, this book also encompasses several tenants of organizational psychology and could be found under the social sciences. Both professors at Harvard University within the realm of education, Keagan and Lahey have been research partners for several decades, producing other works focused on personal and corporate change.<\/p>\n

Offering examples of DDOs and the success they have seen in terms of everything from profit to employee retention, it appears that for these organizations, leadership becomes easier as they have implemented an intentional culture that invests in the lives of their people, at every level. These organization \u201chave created a safe enough and demanding enough culture that everyone comes out of hiding\u201d (3). The authors identify that one downfall of traditional methods of professional development tend focus on only the 5-10% of employees that are identified as \u201chigh potentials,\u201d leaving the rest of the organization to function at status quo (5). Keagan and Lahey provide real-world examples of DDOs and how their organizations implement the principles discussed and also provide practical tools for the reader to bring this intentional culture shift to their respective context.<\/p>\n

As a member of my employers organizational health committee, I am often frustrated when new trainings or development tools are only offered to a small group of employees, often beginning at the top of the organizational chart, a group that has often times had a plethora of development already. I have seen and experienced how the lack of organizational-wide tools or follow through on plans to bring a training to the entire organization can leave the \u2018lower-level\u2019 employees feeling less than important which contributes to dissatisfaction in their role and high turnover rates. At the end of the day, the lack of investment is costing an organization more in the long run. I found Keagan and Lahey\u2019s work similar to Shultz\u2019s Being Wrong<\/em> and Poole\u2019s Leadersmithing <\/em>in that they each focus on the importance of allowing employees the space to fail and grow which often encompasses the art of practice.<\/p>\n

While I don\u2019t find a direct correlation to my NPO with this book, I do find many practical applications for leadership in general. Upon reflection, I leave with a few questions:<\/p>\n

    \n
  1. As a leader, how comfortable am I with employees practicing? Am I able to identify when they are practicing vs need formal correction or do I jump to a conclusion too quickly?<\/li>\n
  2. If leadership you sit under has no intention of moving towards DDO, how can you tangibly implement these principles given your individual sphere of influence?<\/li>\n
  3. In looking at other organizations and companies to potentially work at, what questions can be asked in the interview process that would help determine if they are DDO or not?<\/li>\n<\/ol>\n","protected":false},"excerpt":{"rendered":"

    Robert Keagan and Lisa Lahey\u2019s An Everyone Culture takes a look into the collective return on investment when a company becomes a DDO, Deliberately Developmental Organization, that empowers their employees at all levels to approach their roles in an authentic manner. At the root, Keagan and Lahey discuss how the \u2018hiding\u2019 an employee has to […]<\/p>\n","protected":false},"author":144,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[1],"tags":[1931,2141,2004,1942,1941],"class_list":["post-28008","post","type-post","status-publish","format-standard","hentry","category-uncategorized","tag-an-everyone-culture","tag-ddo","tag-lgp11","tag-lisa-lahey","tag-robert-keagan","cohort-lgp11"],"acf":[],"_links":{"self":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/28008","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/users\/144"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/comments?post=28008"}],"version-history":[{"count":1,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/28008\/revisions"}],"predecessor-version":[{"id":28009,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/28008\/revisions\/28009"}],"wp:attachment":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/media?parent=28008"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/categories?post=28008"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/tags?post=28008"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}