About a year ago, the Olin Business School of Washington University in St. Louis invited two colleagues (builders of Noble Enterprises themselves) and me to design and lead a seminar on The Noble Enterprise for their executive development program.
What an honor this was, considering that the Economist Intelligence Unit (*PDF) of the Economist Magazine has ranked Olin’s Open-Enrollment executive programs number two in the world, with a rating of “Excellent” — one of only eight business school programs globally to receive such a rating for Open Programs.
We just returned from leading that seminar for 20 mid and senior-level executives, and I must admit, we’re very pleased and excited about not just our seminar, but the reaction of participants.
Our seminar included an explanation of the Noble Enterprise business model and how it helps companies succeed in an emerging Relationship Age, where human energies flowing creatively and collaboratively through the relationships that the company and its people build and nurture, creates business success far beyond the norm.
My two colleagues presented the high points of the inspiring story of the transformation of a 2600-person Canadian telecommunications company into an industry leader – a transformation that they led – described in an article “Bringing a Company Back to Life” available upon request.
We were encouraged at the receptivity of senior and mid-level executives in the “Show Me” state to this new model and what it can do for their companies and their leadership.
One of the participants, a mid-level executive at a major regional bank, wrote in his evaluation, “I left this seminar with a renewed excitement for my job. I will definitely incorporate many of the strategies to energize my team.”
How many employers would love to have their executives and managers come to work with “renewed excitement for their jobs” and the commitment to energize their teams? I dare say most.
I’ve long believed that our job as authors, speakers and consultants is not merely to educate people but to inspire them. Thus this executive’s comment, after my years of working first to design and shape this model – and name it – was most heartwarming. What wouldn’t most companies give to have a cadre of executives get “renewed excitement” for their jobs?