Mr. Laloux’s distillation of the common practices that characterize these companies provides a rich road map for organizational reinvention. But his descriptions of how these companies actually work — including the voices of their employees – are what make the book most compelling and convincing.
I felt justified in taking time off — and providing it to others — because it fueled productivity. What never occurred to me was that taking time off might be something worth doing for its own sake, and as part of a more nourishing life.
In effect, threats to our value push us into defense mode, which is a zero sum game. Whatever energy we spend defending our value — staying safe — is energy not available to create value.
Those of us who are paid better have an opportunity to help redress this unfairness, even as it is something companies ought to be doing themselves. This is not about charity. It’s about compensating people more fairly for the work they do and the services they provide.
When leaders model in their own behavior sustainable ways of working, the effect on those they lead is far bigger.