12 guiding principles for work and business

Eryc Eyl
Eryc Eyl
Nov 4 · 5 min read

Anyone who knows me and my work even a little bit knows that I fancy myself a business philosopher, which is not a real thing. It’s not something that anyone will pay me for — at least, not directly. There certainly aren’t any job postings on LinkedIn for “business philosopher wanted.”

Still, I think business philosophy is essential. Not only do I enjoy thinking about the big ideas, trends, and deep-rooted issues that impact the world of work, but I also believe that, by doing so, we can positively impact the world of business for employees and customers. After all, few things (with the possible exception of fears) were ever made worse by thinking about them. If you share that perspective, I’d love it if you accompany me on a scroll down this page.

In my years of working in and with organizations, I’ve found that more-human workplaces — places where work is more than just a four-letter word — get better results for their customers, their employees, their suppliers, their shareholders, and their communities. But creating a more-human workplace isn’t just a matter of being nice to employees and customers (though that’s certainly part of it). More profound principles are operating that acknowledge that — even with artificial intelligence, automation, and evil job-stealing robots in the wings — business is simply humans serving humans. And I think it’s vital that we work to uncover what those principles are.

Like many philosophers, I’m always trying to refine, streamline, and simplify my philosophy so that I understand it better, and so that I can communicate it clearly to people who can make it better. To that end, what follows is the most concise summary of my philosophy that I can articulate today, presented as 12 guiding principles.

I share this list for a couple of reasons. First, I want to make a public declaration to which I will have to rise. It is, in a sense, a challenge to myself. Second, I want to start a conversation about business philosophy. I want to know what you think.

This list is in no particular order because I believe each item is equal to the others. It also isn’t “done” yet; I reserve the right to review, revise, and even contradict these guiding principles as I learn more. That, after all, is a philosopher’s job.

Oh, and just one more thing (before we get to 12 more things): Each of my guiding principles is presented in an “X>Y” format (for those of you who slept through math class, that means “X is greater than Y”). This approach makes sense to me because I’m not declaring that Y isn’t important or isn’t necessary or should be banished forever to an island with no WiFi and “Baby Shark” playing on repeat. Instead, I’m merely saying that X is more important, more powerful, more empowering, and more worthy of our ever-dwindling focus.

Now. On with it.

Possibilities > Problems

I want to help people like us see what’s truly possible for ourselves and our organizations. Sure, we sometimes have to solve problems, but we need to stay focused on vividly conceiving and pursuing new possibilities that go beyond “fixing “the current state.

Involvement > Instruction

As Meg Wheatley correctly observed, we all support what we help to create. Sometimes change requires acquiring new knowledge or skills, but we should start by involving as many employees as we can in co-creating the future we want them to embrace.

Connection > Compliance

When humans connect in meaningful ways, they create new possibilities and stronger, more resilient communities. I believe the power of authentic connections far exceeds what can be accomplished by simply getting employees to comply with new rules, policies, or procedures.

Clarity > Cleverness

Don’t get me wrong — I love brilliant ideas! But I also know that attempts to be clever can often confuse and constrain where clarity can inspire and impel positive change.

Strengths > Weaknesses

I believe that every person and every organization has strengths that contain their potential to make awesome contributions to their customers and communities. We should work to uncover those strengths and build on them, and I believe they’re more important to the organization’s future than any weaknesses that exist.

Intrinsic > Extrinsic

Extrinsic motivators can get us to do things we don’t want to do — for a little while, at least. That’s why, after I make this dentist appointment I’ve been dreading, I’m going to enjoy a fistful of gummy bears. But gummy bears will never make me love dentist appointments as much as I love writing. When we feel emotionally connected and committed to what we do (i.e., intrinsically instead of extrinsically motivated), we do it far better for far longer.

Why > What

When all members of a team or organization understand why a change is necessary, they often create better ways to achieve the change. When circumstances require a focus on what’s changing, we should focus on putting those changes in a broader context that everyone can understand and support.

Authenticity > Authority

When leaders — both formal and informal — show up as their whole selves, they create powerful connections, inspire action, and teach others that authenticity is a superpower that far exceeds the power that comes with hierarchies and titles.

People > Employees

When humans come to work, they don’t stop being humans — and I happen to think that humans are pretty freaking awesome! I prefer harnessing the power of people–capable of literally almost anything–to directing and controlling the actions of employees. In fact, I don’t really even like that word “harnessing.”:-)

Listening > Talking

When we listen to one another, we create connections, trust, and relationships that make us capable of more. I believe the best leaders — formal or informal — know how to ask questions and listen to the answers.

Consistency > Intensity

We develop more constructive and powerful beliefs when we consistently share experiences and learning that tell us we’re expected to be constructive and powerful. A single training class or well-worded poster won’t do it, but consistent, intentional experiences over time will.

Love > Fear

When people feel that an organization and its leaders care about them, can help them, and can be trusted, they become capable of more than even they thought was possible. The potential of love to ignite and inspire is far stronger than the power that fear has to compel and control.

I’d love to know your thoughts on this list. What did I miss? What do you disagree with? What would you add, change, remove, or set fire to? I can’t wait to hear your philosophy. Feel free to share this with others too. The more of us that engage in this conversation, the better we can make work for all employees and customers.

Eryc Eyl

Written by

Eryc Eyl

Speaker, Author and DJ | Corporate Culture, Customer Experience, Employee Experience, Employee Engagement, Human Experience, Dance Parties

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