In late 2002, I began my work as The Corporate Philosopher. I didn’t start out with this job title, cool though many people say it is. But in hindsight, it describes my work to a tee. When people ask me what I do, my answer is “I help people at work think about their purpose, their values, their decisions and their actions.”
Inevitably, my work has meant that I have collaborated with many thousands of leaders, their teams and their work-place communities. We are a highly social species and I realised very early on that the role of the leader and the team were really important factors in our thinking, our decision-making and actions. If you have a leader that creates a safe, open culture for honest debate, then you will get very different thinking, decisions and behaviours to a team led by a narcissistic sociopath!
My first book, ethicability (2006), focused more on the decision-making framework, rather than the culture or the social environment shaped by leaders. But in How To Be Good At Work, the critical importance of both culture and framework is made clearer.
Part of this clarity comes from my experience of designing the right learning environment for people to make better decisions in the right way. This learning environment must be as safe, open and honest as possible. Only then can people experience both the right culture and the right framework.
Using the same thinking, I decided to write How to Be Good at Work. With input from people I have met, worked with and through social media, this book will develop as a ‘live book’ – an open resource here on HowToBeGoodAt.Work, which means you can watch, read and, importantly, contribute to the book as it develops.
Creating an online interactive book is not new, but writing and editing a book ‘live’ means that it continues to evolve and hopefully improve.