This paper aims to argue that the relationship between employer and employee needs to change from independent/dependent to interdependent.
The paper puts forward the view that most management training does not work because it does not change behavior. The paper offers a model of training to help people and organizations to evolve.
The paper describes what is missing in the employee contract – accountability on both sides. It explains what accountability means, why it is critical and how to start creating this in your organization.
The paper argues that, if you want to have a successful employee‐engagement program, you have to start with employees who are engaged in their own life. Helping to grow people's self‐awareness and personal accountability is a good place to start. In this model of development, self‐awareness is defined as having a strong sense of yourself and the part you play in your world. It is the ability to respond in a positive and effective way to your environment. But the organization also has to step up and ensure all its behavior and actions are aligned with its stated values.
The paper contends that empowering people with these tools allows them to make more sense of their world, make better choices and to start living their best life. Business has the resources and organization to effect more than just economic growth.
The paper advances the view that, with big questions being raised about the integrity of our most fundamental institutions, it is imperative that people's behavior be aligned with the values the organization espouses. If our state of being is not matched by our state of doing we court disaster.
