Conscious Business Summary Audit
Take this short survey. You will uncover actions that you can take both to produce the biggest impact on your business performance and to accelerate your transformation into Conscious Capitalism"
Raj Sisodia, Timothy Henry, Thomas EckSchmidt
Conscious Capitalism Field Guide
Survey pg 30-32
if we ceased to exist
We use metrics to track the well-being of each of our stakeholders, and these are monitored at the
highest levels within the company.
We routinely engage stakeholders in dialogue
and give them a voice in the company’s direction
We recognize the interdependencies between our stakeholders, and we explicitly seek solutions
that satisfy multiple stakeholders simultaneously.
At the very least, we ensure that no stakeholder is harmed so that another may gain.
Our company’s relationships with all our stakeholders are characterized by frequent communication and
high degrees of mutual trust and goodwill.
Our leaders are deeply self-aware individuals who are in their roles because they passionately believe in the purpose of our organization and in service to our people
Our leaders are intuitive system thinkers and system feeders. They do not only think in systems terms
but also feel the connectedness and interdependence between stakeholders
In our company, power and virtue go together. In other words, we consciously seek to promote individuals
with the greatest integrity and capacity
for caring and compassion.
Most senior positions in our company are filled
by promotions from within
In our company, accountability between employees and managers runs both ways; employees are accountable
for their performance, and managers are accountable
to ensure that employees have
what they need to perform at a high level.
Our company’s culture has a high degree of trust and transparency internally and externally. There is high trust among employees, between employees and management,
and between the company and its external stakeholders
In our culture, we say what we mean and we mean what we say. There is no sugarcoating of tough reality, and there is a high level of commitment to truth and integrity
in all matters
We operate within a culture of genuine caring and compassion for all stakeholders. When times get
tough, our company exhibits an even higher level of caring and compassion than in prosperous times.
There is a real sense of altruism in our culture. People do things for others with no expectation of a
return, reward, or recognition
Our people and our organization are continually evolving to higher states of capability and consciousness
Employees in our company are empowered to always do the right thing. We use self-managing, self-motivated,
and self-directed teams to accomplish our work.
Once you and your leadership team have individually completed this assessment, you should get together to discuss and compare the results to understand the gaps and to learn from each other. In this way, you and the team can identify actions that need to be taken. You should refer back to this assessment after reviewing each of the tenets of Conscious Capitalism.
Take a look at your composite score for each tenet. If one score is exceptionally lower than the others, you should strongly consider starting with that tenet instead of following the sequence of tenets presented in the book (Conscious Capitalism Field Guide: Tools for transforming your organization). If all the scores are compatible, you can stay with the sequence as presented.
Sisodia R., Henry T., Eckschmidt T., Conscious Capitalism Field Guiode: tools for transforming your organization, Harvard Business Review Press, 2018.
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