The unedited transcript of Phalana Tiller's interviews with Dov Seidman and Paul Green, Jr. for the October 2012 episode of Drucker on the Dial entitled "Bottoms Up." First, Dov Seidman, chief executive officer (CEO) of LRN, and the author of the book entitled How: Why How We Do Anything Means Everything...in Business (and in Life), says that the world is morally and ethically interdependent. He says that we need to reconnect to the moral foundation of capitalism, and understand that principle performance, doing the right things the right way, is the only performance that can deliver what we want and that can endure. Seidman discusses measurement, and says that as the world becomes interdependent, the journey can be catalyzed by shifting the metric from always measuring how much, to measuring the how. He discusses the three forces that shape organizational leadership and individual behavior, and what it means to create a value based self governing organization. Seidman says that the competitive advantage has shifted to those who get their "hows" right, and that more and more CEOs are rethinking fundamentals. He talks about the career crisis, and states that many people who have a job, don't feel like they have a career. Seidman explains the journey of elevating behaviors, and adds that you can't elevate humanity and behavior with the same mechanisms and approaches that were used to shift it. He says that the values that we now need to embed and scale are sustainable values, ones that literally sustain human relationships. Seidman talks about principle performance management and the importance of trust. He goes on to say that he would like to be remembered for taking moral philosophy and applying it to the rough and tumble world and creating value from values. Next, Paul Green, Jr. who helps run the Self-Management Institute at the Morning Star Company, the world's largest tomato processor, says that Morning Star is a vertically integrated food processing company. He explains that the company operates on the principles of self management and that there is no management nor formal hierarchy. At Morning Star, Green explains, the company gives you the right to hire any research you need in order to accomplish your mission, and that there is no budgetary authority that's assigned to people. He shares that people who are most quickly successful in his organization tend to be people who have very little experience elsewhere. Green discusses the colleague letter of understanding (CLOU) which is a personal development plan, and is a key tool that has always been used. He shares that very early, the company wanted to find examples of human organizations where people were the happiest, most prosperous, and most productive. He goes on to say that he would like to be remembered for having impacted the way organizations are structured around the world.
Interviews Seidman, Dov Green, Paul, Jr Measurement Netflix (Firm) Business enterprises Unilever (Firm) Creative ability Trust Ethics Behavior Morning Star Company Food industry and trade Management - Employee participation Self-directed work teams
If you're wondering about permissions and what you can do with this item, a good starting point is the "rights information" on this page. See our terms of use for more tips.
Share your story
Has Calisphere helped you advance your research, complete a project, or find something meaningful? We'd love to hear about it; please send us a message.
