The moment I mention “team-building” in a corporate environment I get two distinct reactions. Top management smile sagely and point me to all the initiatives held, budgets spent and courses created in order to build a “more effective team” because, of course, everyone in the business “is part of one big family”.
We spend a lot of time talking about brand values and how to project them so that our audience can understand what they are and bond with the brand. We discuss work ethics and how to attain environments in which being ethical doesn’t have to be sacrificed in order to be profitable.
CEOs make decisions. But they don’t decide everything on their own. A business is a microscaled version of society. That means that there is always a flow of power through a business and that flow is never smooth and never quite according to seniority or experience or skillset or rank.
Everything we do is data. Even a lemonade stand is, essentially, a construct made out of the ingredients of the lemonade, the owner’s knowledge of his supply line, the algorithm that creates the price and the particulars that determine the cost of the stand, the determination of its placement and the reason for its set up, in the first instance.