short news from ebbf members
Want to join Marjo Lips-Wiersma taking you through a "map of meaning" helping you create a more meaningful workplace?
ebbf member Marjo Lips-Wiersma was one of the participants at the recent ebbf annual conference and also a world expert in the area of Meaningful Work. She will now run a one-off three day workshop on meaningful work in the Netherlands together with Lani Morris (Msc in sustainability and action inquiry from Bath University) Their book on meaningful work, The Map of Meaning has just sold out and they are working on a second edition, which will include case studies of the implementation of their work by many of the participants of their workshops.
We asked Marjo, what are some of the key findings about Meaningful Work?
1) Blue, pink and white collar workers have the same desire for meaningful work.
2) Leadership, as it is presently done, does not create meaningful work.
3) Corporate Social/Environmental Responsibility does not, in itself, create meaningful work.
4) Meaningful work does not only require consultation, but also the power to change one’s circumstances (the culture and structure of the organisation)
5) Given their innate spiritual capacity, human beings know what is meaningful (but forget or have too many obstacles put in their way
6) Creating meaningful work is a bottom up rather than top down process
7) Meaningful work is holistic concept and as such is much more than making a difference, or finding one’s life purpose, alone.
Do you want to know how to co-create meaningful work based on solid-peer-reviewed research findings and ongoing action learning from our by now hundreds of workshop participants? Do you want to immediately apply the workshop knowledge/together with your own expertise and wisdom ? Would you like to generate a case study for the second edition of our book? Would you like the opportunity (but you can decide post-workshop) to become a certified Meaningful Work practitioner through and action learning/reflection/accompaniment process? If so join her workshop.
To see if this one-off opportunity is for you, please go to: http://www.inpractice.nl/agenda/10-06-2016_introduction+to+the+map+of+meaningful+work/
Marjo is New-Zealand based where she is a Professor/Hoogleraar in Sustainability and Ethics Leadership. She works in the US, Scandinavia, UK (Oxford) and Europe. The workshop material is designed to be immediately actioned and to be used in multiple settings – personal, group, community and organisation.
A few Highlights from our recent ebbf annual event we enjoyed in Milan.
Click here to view :
You can join ebbf and become part of a global community, present in over 50 countries, that accompanies people exploring how to use their workplaces or new economic systems to build a new, more prosperous, just and sustainable civilization. View here video interviews with some ebbf members sharing why they joined ebbf and how they contributed.
With your annually renewable membership you will also gain:
- access to the members platform connecting you to a global network of inspiring individuals
- the opportunity to join “meaningful conversations” leading to action, on one of ebbf’s “meaningful hangouts”
- taking part in the weekly “unlocking the potential of your membership” hangout video conference connecting with members around the world and asking the ebbf team to accompany you
- access to the “SOS ebbf” service allowing you to ask your ebbf community for advice, help and ideas
- member-only discounts at ebbf and partner organizations’ international events
- becoming an active protagonist, joining an ebbf team, creating new ebbf tools
- access to the “creating your dream enterprise” service, guiding you from the idea to the reality of the enterprise you always wanted to set up.
- becoming part of the “ebbf accompaniment” service, accompanying you on a path of increasing influence in your current and future work
|Full annual fee:||€ 120|
|Young Professional annual fee:||€ 50|
|Student / Unemployed annual fee:||€ 25|
|5-year membership fee:||€ 500|
|Life time membership fee:||€ 2,000|
Stephanie Bouju will join the next conference in Milan. I asked her some questions about her previous ebbf experiences.
Q: Was there a specific action or something you wanted to try as a result of your conference? How is that going?
A: The last conferences have taken me on a journey of self discovery. They widen my horizon about what having a meaningful career and leaving my values could mean, showing me inspiring examples from entrepreneurs, to regular employees to CEOs. I am still on the journey to explore how to apply it in my life and career, and how to overcome some of my fear to aim higher.
Q: What and where has been the last impact you created?
A:Not sure… It is more a personal journey for now.
Q: If you were inviting someone to come to the next conference in Milan, what would you say?
A: Come to an inspiring, inclusive conference, where you will engage in the unusual yet so important subject of how to be practical in our work about the aspirations of our higher self.
Q: Last but not least, could you share one or more favourite quote?
A: “Constants in life… change, choice and principles.” – Covey
“All men have been created to carry forward an ever advancing civilization.” – Baha’u’llah
#ebbfmilan - how a design engineer became a global leader using trust, democracy and comfort with uncertainty
We interviewed Ana Saldarriaga keynoter at ebbf’s annual conference, fifth AIESEC international female and first Colombian president of this global Organization activating the potential of young leaders leadership in over 125 countries. Ana’s keynote and ebbf’s own keynotes at AIESEC’s international and national events continues a 15 year-long active relationship between these two networks that started when ebbf organized one of the first microcredit summits inviting then little known Muhammad Yunus and AIESEC to be protagonists there.
QUESTION: Ana where did your journey to become AIESEC’s global president start?
I come from Medellin in Colombia where I was studying product design engineering. Eager to broaden my experience abroad, I was searching for an exchange program when I came across AIESEC. I went to some of their intro talks at my university and found that this Organization could offer me much more than that.
At University I learnt methodologies to create physical products, in AIESEC I have become an engineer of social change, learning to solve complex problems, solutions oriented approaches to developing people and ideas, instead of products.
The kind of ideas that can transform the lives of people.
You will be able to enjoy learning from and interacting with Trip Barthel during the upcoming online pre #ebbfmilan event coming up at 20:00 (CEST) the 28th of April and of course during a number of sessions he will offer during ebbf’s annual conference in Milan ( join us there )
Question: what drew you to the area of consultation, synergy and consensus?
when i graduated from college I was thinking of going to law school but never quite understood the adversarial approach to resolving conflict. What did and still makes more sense to me is to get parties together to find a better mutually beneficial resolution, pretty much flipping on its head everything that law school teaches.
My first step at putting those principles into practice came soon after as the general manager of a small business.
I ran that company for ten years using values and principles that instead of hindering, created very successful financial and personal motivation levels for everyone who worked there, and indeed levels of staff turnover were non-existant, no one wished to leave that environment of justice.
Q: applying values in business seems like a sound principles but why do so many people fail in doing so successfully?
One element is to treat all of our employees in a professional and respectful way, responding as best as we can to their concerns, with most decisions in the office taken as a team and not top down. But most important of all is to create an environment of trust where people feel secure and empowered. People look at their leaders, at the actions more than the words of their managers. Time and again during my professional career I saw how they were waiting for the actions before totally trusting the person and the organisation.
Q: your subsequent work was in the area of legal mediation, what is different in the way you see this taken to its most successful outcome?
For the ebbf conference experience short news series this time I present you the interview with ebbf member Henrik Mitsch.
Henrik, why did you attend the last ebbf conference?
The twice-yearly ebbf conferences are two fixed stars in our family agenda since 2013. We thrive on this unique combination of energetic learning, meaningful conversations and mindful retreat.
Was there a specific action or something you wanted to try as a result of the last conference? How is that going?
Arthur Dahl’s keynote was a true highlight. He spoke about the application of systems thinking for unity and collaboration. This has shifted my workplace perception and guides some of my day to day actions.
What and where has been the last impact you created?
I guess I am too humble to have a straight answer to this question. Being a Mozilla Rep module peer I recently helped to reinvigorate our experimentation culture. Hopefully my contribution proves to be meaningful and causes positive impact.
If you were inviting someone to come to the next copnference in Milan, what would you say?
Come along, you won’t regret it!
Last but not least, could you share one or more favourite quote?
“People don’t buy what you do, they buy why you do it.” (Simon Sinek)
“Whoso cleaveth to justice, can, under no circumstances, transgress the limits of moderation.” (Bahá’u’lláh)
Thank you Henrik, see you in Milan!
Share as often as you wish using this dynamic microsite the people you have impacted and actions you have taken.
As you submit you action, you will see the colour of your country change, depending on the number of people impacted and the total counter of #ebbfimpact grow, thanks to your recent action.
James Jennings recently joined ebbf and right away decided to offer this very interesting article that relates to the May ebbf international event’s theme and to the need of evolving our organizations towards a more human, connected and systems thinking flow.
“Every company’s wish is to have engaged employees. However, when 70% of employees are not engaged we have a problem: work is currently a terrible experience for the majority. The waste of human potential and economic gain is enormous.
I worked 9 years in a socially responsible Best Places to Work company during a period when revenues grew organically from $100 million to over $800 million. I worked on appreciative inquiry projects facilitated by David Cooperrider himself, attended the Center for Creative Leadership (CCL), used open book management, mindfulness, Getting Things Done and a dozen other practices. These were great programs put in place by intelligent and well-meaning people. Through them, I’ve seen the need and hope to make things better. However, for all that effort, even in a great company, a majority of employees were unengaged. There seems to be a ceiling to engagement.
Gallup surveys show engagement holding steady around 30% in the US and lower in much of the rest of the world. Despite greater awareness of engagement, availability of good programs, and analysis that shows better financial returns, engagement has not had breakout improvements. There has to be something that has not been addressed by the thousands of books, seminars, software, and other interventions.
#ebbfmilan - let's give a new meaning to commonly used business terms, building a new lexicon with Mika Korhonen
We are used to common business terms, but how can we create a new lexicon?
How can we reload commonly used business words such as ethics, decision making or capacity building giving them a new meaning and a new application?
At #ebbfmilan together with Mika Korhonen we will start together an ebbf track that aims to co-create a new right language to communicate and make meaningful change happen both in our workplaces and in economic systems.
To get us started with re-thinking values and common key words, check out ebbf’s own definitions of its seven core values.