It’s hard to overstate the feeling of excitement of going to India for the first time. Even if it’s for just a few days, you’ll be working most of the time, and you’re nervous that jet lag might play havoc with all your good intentions.
When our plane touched down in Ahmedabad in early June, Tami and I were brimming with the anticipation of adventure. For us, this particular adventure took the form of leading a series of Dignity Index workshops with The Adani Group. We’d be bringing The Dignity Index to life for an organization interested in helping their employees disagree better, solve problems, communicate more effectively, and build stronger teams – all with the goal of driving business results and a satisfying work life.
How Dignity Can Be a Game Changer for Organizations
None of this is new for us. The Dignity Index is a natural and intuitive tool and skill builder that helps enhance workplace culture, and we’ve seen how it resonates with leaders and teammates in all types of organizations. Participants walk out of the sessions energized and self-reflective, often having experienced a new insight about themselves, maybe recognizing some of their own behaviors that can sometimes contribute to a culture of contempt (interrupting someone they disagree with before letting them finish their thought, eye-rolling, or having ‘the meeting after the meeting’ instead of voicing their disagreement in a constructive way during the actual meeting). They often say they’re leaving with a new lens and a practical set of tools they can put into practice that day for how they show up at work – and for all of their relationships.
In India, it was no different. But it was remarkable. As we worked with the groups on how dignity and contempt can play out in everyday work situations, especially in the heat of the moment, participants were eager to jump in with their own thoughts and experiences. They used the Index to create their own scenarios for how disagreement cannot only be managed in their interpersonal interactions, but how it can be a key ingredient for building better relationships and successful business outcomes.
I once heard the poet David Whyte on a podcast talking about the definition of a corporation. He explained that the word originated from “corpus,” Latin, meaning “a body.” “It’s a group of people trying to do something you cannot do if you try to do it by yourself. That’s the only definition. That’s the simplest, core, radical simplicity at the center of every organization.” When I heard him say it, I was struck by the truth of it. The interdependency of people in an organization – any organization – is the constant, and how teammates work with and relate to one another can be the indicator of success or failure. Every teammate interaction contributes to an environment of contempt or dignity – either helping the organization to move forward or preventing it from doing so.
There were so many highlights during our short time in India – the warmth of the people, the beauty of the culture, and the generous spirit of every person we met. It was the only place I’ve ever been where I’ve ever seen such dignified beeping – cars, motorcycles, and tuk-tuks seemed to beep constantly but gently, reminding other drivers of their proximity – during the ongoing traffic ballet they masterfully conduct. Mostly what I walked away with was how much we share in common. And that the challenges and opportunities we face at work are much the same no matter where we live, what language we speak, or the type of organization we work in – it’s how we all approach them that makes the difference.
