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The sustainable world of work and business

A working life we can keep loving!

What does sustainability mean?

We define sustainable labour and business as dignity inside the circular dynamicsthat exists at the person, the organisation giving relationships in between. It's all about honour The past, be In the present, dear for the future and learn of the whole.

The concepts are unfolded on this page.

Dignity - Everyone is worthy of a good working and professional life

We use dignity as the guiding principle to meet in respect:

  • Recognising people's worth
  • About having opportunities to expand our horizons and value
  • And appreciate the joy and values of others.

Circular dynamics

Sustainable work and business requires us to be aware of circular dynamics rather than linear processes.

Circularity

Just like Ellen MacArthur Foundation After visualising the circular economy through a butterfly diagram, we have developed a model that illustrates the circular dynamics of sustainable work and business. Our butterfly model shows how people and organisations evolve in parallel cycles - from anchoring to transformation - and how these movements meet in a common axis. It is our belief that sustainable work and business deserves the same emphasis and attention as sustainable production.

In the model, the axis represents the centre line where the circular dynamics mirror and influence each other. The further out in the model you move, the greater the complexity and consequences of the change. A change in the above elements affects the following: Identity or Vision affects both knowledge giving Culture. That's why it's often useful to start in the innermost dynamics and move outwards as the situation demands. This is not to say that anchoring and momentum always hold the solution - but that it is valuable to first explore these layers before initiating more extensive change.

In the circular economy, the inner circle is about maintaining and extending the value of products. Similarly, the anchoring The inner dynamics of sustainable labour and business. This is where the least change creates the most value. For organisation it's about creating attachment - strength in cohesion and connectedness to the organisation. For persons it's all about finding belonging and meaning. When this comes together, a sustainable CultureWhere people feel engaged and thrive in whatever they're doing.

As the circular motion moves further out, the demand for effort increases. In this circuit is created momentum. For organisation It's all about activation of potentials in the organisation to strengthen the culture or upskill knowledgethat matches your business concept and needs. For persons this means that qualify to be part of the the culture or the Knowledge, that the concept requires. Progress can thus have both a competence-based professionalism and a human relational character. 

Innovation occurs when the desire for change is greater and aimed at rethinking, innovating and redefining the way you are part of the whole. For the organisation, it's about organise and define what organisation can and will by acquiring new knowledge or work towards a new one Vision. For persons Innovation is a positioning. This can be expressed by bringing your knowledge into play in a new context or it may mean taking a step into new organisational fields.

Transformation is the deepest and most comprehensive form of change - the one that affects the identities. For organisation it can be a fundamental shift in structure, mission and self-understanding. It has an impact on visions or identities For example, by entering new markets or changing your core business and redefining your raison d'être. For persons transformation is closely linked to career formation. This manifests itself in the development of Vision or IdentityFor example, a change in role, seniority - from employee to manager - or a completely new career path - from employee to self-employed. Transformation changes not only what we do - but also what we is.

Circular dynamics can be triggered both reactively and proactively, as the arrows in the model illustrate. In the start-up and formation phases - for both organisations and individuals - the movements are often proactive. Later in the life and organisational cycle, movements can be more reactive - triggered by external circumstances, changing demands or necessary adaptations. Regardless of the starting point, it's about being aware of the dynamics that affect the organisation, the people and the relationships between them in order to best navigate them and create change. Being able to use the model as a reflection tool for sustainable movement. 

Sustainability. Sustainability. Learning sustainability. Sustainability.

  • Inner Sustainability is about standing strong in your core and acting in integrity with your identity - with presence in today's complexity.

  • Sustainability is the ability to respect and build on where we come from and where we want to go - connecting the learning of the past with the vision of the future.

  • Sustainability is the drive to grow, learn and put knowledge into practice. 

  • Sustainability is to act with care, where humanity and relational responsibility are integrated into what we do.

Stakeholders - Person, Organisation and Relationship

The person's working life
Part of sustainable work and business is the individual's process and development trajectory. It's about finding your own path as an individual in the dynamics that arise in the interaction with organisations - and understanding your role in the relational and structural movements you are part of. This is done with the awareness that these dynamics - and the development of the whole individual - will change over time and through different stages of life.

Organisation and business
Organisations play a crucial role in creating a framework for sustainable practices. It's about recognising the importance of organisational awareness of the many dynamics that shape both individuals and communities - and taking responsibility for the impact the organisation has. This includes responsibility for profit and for the people involved, as well as for the relationships and influences that reach out into society and the wider world.

Relationship and culture - the collective and community
The relationships between people and the culture that emerges from their interaction are the glue of a sustainable working life. It's about taking responsibility - both as an individual and as an organisation - for creating well-functioning relationships and communities where everyone experiences dignity. It also means recognising that we come with different perspectives, needs and dreams - but that we can find common meaning, direction and humanity in our interactions with each other.

Past, present, future

Since the Brundtland Report's first definition of sustainability in 1987 "development that meets the needs of the present without jeopardising the ability of future generations to meet their needs" - 'Time' has been a fundamental dimension in the understanding of sustainability. It is therefore also a central focal point in our approach.

We see sustainability as an awareness that extends over time - a responsibility that reaches backwards, is present now, and points forwards.

Honouring the past By respecting the history we build on.

We are present in the present with an eye for the context in which we act.

We care about the future by taking responsibility for how our actions today affect the world we pass on - and showing care for the generations that come after us.

A working life with life

A working life where you are true to yourself, true to your purpose and true to your mission.

How do we master sustainable work and business?

At Ex3, we put the circular dynamics of sustainable work and business into practice through our methodology and tools: PCI® (People Culture Intelligence).

The model of the new circular dynamics shows the dynamics that exist, but not how these dynamics are developed into sustainable worthy dynamics. 

PCI® creates awareness and empowerment to develop the dynamics of sustainability. With them, we make it possible to measure, understand and strengthen cultural, personal and organisational sustainability - not as one-off efforts, but as an integrated and ongoing practice.

The tools combine data, dialogue and education in one unified approach.

We believe that it is in the tension between extraordinary people, expansive organisations and inspiring relationships that the greatest dignity arises - and that sustainability in the workplace requires accurate insights and courageous dialogues. That's why PCI® are both analytical tools and catalysts for real change and shared development.

"We understand with our concepts"

Quote by Steen Hildebrandt, and we completely agree. 

In the context of sustainable working life, this quote emphasises the importance of developing and applying concepts that promote well-being, collaboration and meaningfulness. By raising awareness and adjusting our language, we can create a culture that supports both personal and organisational development.

That's why we at Ex3 People have spent a lot of time finding the right concepts to understand and strengthen the sustainable working life with concrete tools. 

Concepts are at the core of our methodology for data, dialogue and education. With our universe of concepts and associated tools, we concretise the sustainable working life so that you can understand it too. Both on a personal and organisational level.

"It's a strange thing about human beings: I can know a lot about sustainability and sustainable management, I can be an expert in sustainable management, but when it comes to my own practice, my own daily actions, I can find myself doing something completely different."
- Steen Hildebrandt

This very fact speaks in favour of giving the process time - through education. Because too many of us are trapped in the 'knowing-doing' gap. We mentally know that we need to do better, but we are not yet doing it. The gap must be closed if we are to truly master the sustainable working life. 

You're not alone - and neither are we

More and more people recognise the importance of cracking the code to a sustainable working life. Steen Hildebrandt is just one of them. Think Tank Sustainable Working Life, consisting of 8 PhDs, focuses on the following key points:

Work organisationally with prevention and involve your employees

Work organisationally with prevention and create opportunities for employees to discuss what excites and stresses them at work and what possible solutions they see. At the same time, it should be clarified at what level the problem has arisen and where it can best be solved. Is it at an individual, group, management or organisational level? 

This is the foundation behind our PCI® Method. Here we invite you to an ongoing and continuous data-driven cultural dialogue that, based on high psychological safety, opens up for an honest dialogue. Culture is a mechanism between people and the dialogue models allow for responsibility to be taken where it belongs. Improvement suggestions are deeply rooted by high involvement and co-creation. We have developed cultural analyses and dialogue models that cover individual, team, leadership and organisational. With increased awareness, people, language and leadership are formed. 

Managers should have the opportunity to be trained in health and safety management and in knowledge about the interplay between productivity, quality and health and safety. Health and safety training for managers should be made explicit and prioritised in line with other strategic focus areas such as financial management.

Ex3 People's management TEAM training focuses on the cultural glue that binds professional management, operational management, personnel management and strategic management together and makes it all come together. Over time, your leadership potential is developed and released, and your cohesion strengthens the entire organisation towards a stronger vision, identity and leadership practice. You are helped to team up and create better and healthier results in the leadership team and for the employees. With ongoing PCI® Culture Analyses and dialogues, you'll create data-driven cultural development that makes you sharper in your everyday work. The form allows you to develop continuously and the platform ensures that you collect and integrate your leadership gold. 

Strengthen leadership communities for the common good. Strengthened leadership communities and sustainable leadership are created by sharing knowledge and experiences. Targeted work with collegial support, exchange of experiences, sparring in relation to specific, difficult and perhaps dilemma-filled issues, development of your own daily management, etc. will be important focal points.

At Ex3 People, we have often experienced that a leadership team is not necessarily a cohesive leadership team. That's why we always start by building this important foundation. The PCI® Team Wheel can be the lever, or you can choose our leadership TEAM programme, a 30-month training programme for the entire leadership team that ensures common direction, strengthened culture and strong results - the sustainable way. 

Being proactive and on the cutting edge requires good knowledge of the status of the department's tasks and the employees' situation. Being proactive, having systematic contact and following up with employees can support employees' ownership of solutions, flow and quality and make them feel valued.

We have developed data and dialogue models to support this, and at the same time we have developed a management TEAM training that equips managers to better solve this task by working with their own emotional intelligence. 

All focus areas from the think tank are covered in our PCI® Toolbox, which you can become certified in yourself.

Goodbye to short-term solutions and hello to new long-term solutions that ensure a sustainable working life for the future.

A sustainable mindset gMake a world of difference AND make a difference in the world. 

Sustainability should be reflected in both personal well-being and organisational profit.

We must carry our choices and be carried by them. 

A dignified working life enhances well-being, performance and community.

People don't leave the job - they leave the bad vibe. And the best ones leave first. If the dignity isn't there, we leave - hence the term silent quitting.

You can quickly see the impact of dedication on the bottom line. Both the emotional AND the financial.  

Let's have an informal chat about sustainable working life

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