Grow to Care Workshop

The unique Grow to Care workshop has been designed to enable the insight that being here to give at work simultaneously cultivates the conditions for success of the enterprise, for building strong teams within the organisation and for transforming me as a person at work. This is achieved by establishing the criteria for excellence in individual contribution there by allowing participants to make different choices about their personal contribution at work.

1. The Core criterion for excellence

The intention to give or to serve accounts for excellence at the level of the individual, the team and the organisation.

2. Personal excellence

The criteria for a successful life. What being here to give actually means. The implications of being here to give or to take for what all human beings seek – security, fulfilment, significance and harmony. The two forms of giving – generosity and courage.

3. Team excellence

Powerful teams give more than they take. How members of teams can give with generosity and courage. The benevolent intent of the team and the task. What motivates individual team members and how this relates to the benevolent intent of the team.

4. Service excellence

The relationship between a customer focus and a successful enterprise. Who we are here to serve, their service criteria and how well we are doing against them.

The Grow to Care workshop is aimed at enabling individual, team and organisational excellence or contribution in those who make a direct contribution to the organisation’s results. Participants are those in the organisation who are not in command positions; those who do the work which accounts for the bottom line of the business.The programme explores the core criterion for excellence or success at the level of the individual (personal excellence), group (team excellence) and organisation (service excellence). The core criterion in each instance is the intent to give or to serve. Beginning with personal excellence, the insight is gained that a successful life is concerned with “giving”, not “taking”.

More specifically, it is what a person contributes to others, rather than what they accumulate for themselves, which accounts for their excellence as human beings. The programme then makes it clear that teams succeed to the degree to which their members give more than they take. Giving, in the context of a team, means that team members are prepared to suspend their self interest for the bigger interests of the team; they put the team first. Secondly, it means that the interactions between members of the team are primarily values rather than needs driven.

At an organisational level, the point is made that a successful organisation is one which serves a customer. Supply exists to serve demand, not itself. Organisations which do not add value to their customers cease to exist over time. Participants gain insight with respect to who they are here to serve, what the service excellence criteria of their customers are and how well they are faring against those criteria.

The programme makes explicit to people what the connection is between strong individuals, strong groups and successful enterprises, and equips people to apply these insights in their own work lives. They leave with clarity on the contribution that they should be making to whom and what they can expect from their immediate manager to enable them to do so.