We invite you to take a long look at this simple diagram. Its only three circles overlapping but we think it merits a longer look because the more you study it the more you can see the myriad of ways in which this model can be applied. This newsletter tells you some of the stories of how, here at Windmills, we have been using this model but read further to find out our thinking behind this.....

Firstly think about you, that’s the me in this diagram – understanding who me is appears simple on one hand but we would also suggest for most of us it is complex too. Increasingly we are finding that individuals managing the complexities of change within their lives are spending insufficient time and reflection about the honesty of who they are, what really matters to them, what they want and what they are prepared to do about it.

The me turns into we when you move to the second circle, the organisation you work in. Again change is a common feature; transformation and redesign terms that are the new normal now. I need to understand me to be able to get the best out of we. Am I a square peg in a square hole, really maximising my skills, passions and potential or is my organisation and me not getting the most out of one another – am I the stereotypical square peg in a round hole? What am I prepared to do about this? How can my organisation help me and how can I help it?

Many models stop there – the psychological contract of employee and employer. We believe that is only part of the story as in this model the “we” then considers the interplay of the wider community of “them” and thereby become a collective of “us”. So who is the “them”? Think about the community your organisation operates in – its physical community and neighbourhoods; its customers, stakeholders; its communities of wider employees, supply chains and partners. Working collaboratively is one of Windmills values but all organisations have to do this but to what degree does the we truly become us in engagement in a meaningful and productive way?

Consider the efforts you invest in your CSR agenda – is this work linked back to your employees, the strategy of your business or is it the good deed and the tick in the box. Better than nothing but perhaps not as effective and sustainable as it could be. Recent work with William Hill has engaged their top Managers in a development day that linked their personal development with the five main charities the organisation supports corporately and discussed more strategic and suitable ways of building these relationships to create a win for all parties.

Consider completing your own audit of me, we and us – would you be happy with the results?

This model has been adapted to be used with groups too. Young people in particular via initiatives like the £10 Smile Challenge have used the following model to explore their interaction and contribution as team members to their project – again another good way to explore the ripple effect they are having within their local communities.