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Humanize: How People-Centric Organizations Succeed in a Social World I
www.humanizebook.com
 
I
Courageous Worksheet
1 o 19
Humanize Worksheet:
How to Be Courageous
The worksheets which accompany
Humanize: How People-Centric OrganizationsSucceed in a Social World
are designed to help you start humanizing your organization,whether you are a top-level executive, in middle management, or a ront line employee.The basic process or the worksheets is the same or everyone; but we do includesome additional inormation customized to these three levels because our goal is tohelp you get the ball rolling in your organization, no matter where in the system youmight be.
Humanize
spells out our key elements or humanizing organizations:
„
Open 
„
Trustworthy 
„
Generative 
„
Courageous
This worksheet is about creating more
courageous
organizations.
We’re here to help. Contact the authors:
Jamie Notter VP, ConsultingManagement Solutions Plus, Inc. jnotter@mgmtsol.com(240) 404-6493www.getmejamienotter.comMaddie Grantchie social media strategistSocialFish, LLCmaddie@socialfsh.org(202) 713-5343www.socialfsh.orgCopyright © 2011, Pearson Publishing
humanize
 by jamie notter & maddie grant
how people-centric organizations succeed in a social world
 
Humanize: How People-Centric Organizations Succeed in a Social World I
www.humanizebook.com
 
I
Courageous Worksheet
2 o 19
Overview of Humanize Chapter 9:
How to Be Courageous
This worksheet assumes you’ve read the book, and it is probably a goodidea to reread
Chapter 9: How to Be Courageous
, beore you begin.
Courageous organizations embrace a culture o learning.
 
„
They go beyond reactive learning and take time to explore issues deeply and challenge assumptions. 
„
They have disciplined conversations that dig into learning. 
„
They have a deep respect or data and mine it careully, but they don’t obsess over the data or expect data toprovide the answers in an oversimplifed way. 
„
They don’t run away rom ailure because they know that’s where the learning is. 
„
They document the learning as it happens, and they admit their mistakes. 
„
They know learning and change go hand in hand.
Courageous organizations have internal structures and processes thatencourage and reward experimentation.
 
„
They commit to experimentation because they value both learning and innovation. 
„
They alter structures where possible to support innovation, whether it is giving more time, changing jobdescriptions, or enorcing constraints. 
„
They use measurement to draw attention to experimentation, and they ensure that the learning getsmeasured throughout the length o the experiment, not just results at the end. 
„
They intentionally create “sandboxes” where people are ree to experiment. 
„
They extend experimentation outside the walls o the organization, such as through open innovation projects.
In courageous organizations, individual behavior is marked by the drivetoward personal development.
 
„
Today’s complex world needs individuals who develop their thinking throughout their whole lives. 
„
Skills and knowledge are necessary, but not sufcient; leaders at every level o the organization need tohandle advanced levels o complexity. 
„
The line between personal growth and proessional growth is blurred. 
„
Courageous organizations give people the time to work on their personal development
 
Humanize: How People-Centric Organizations Succeed in a Social World I
www.humanizebook.com
 
I
Courageous Worksheet
3 o 19
Humanize Worksheet
How to Be Courageous
Instructions
By ocusing on these concepts in the three areas o organizational culture, internal structure and process, andindividual behavior, this worksheet will allow you to assess your organization’s capacity or being courageousand come up with action items that will help you move toward being more courageous.The purpose o this worksheet is ultimately to get you to do something. Reading our book is awesome (thankyou, by the way), but nothing changes by reading a book. Change happens when people start behavingdierently, when people start working dierently. Our mantra: I you do what you always did, you’ll get what youalways got.
We eel strongly that our organizations need to be more human... That’s where you come in.
The worksheet is divided into three sections that should be completed in order. They build upon each other tocomplete a fnal plan.
1
Your Assessment
Start by answering questions about you and your organization. Complete a quick quiz. Give 30numerical ratings on being courageous in terms o culture, process, and behavior. Then answer ouropen-ended questions to fll in the gaps.
2
Conversations and Data
This section helps you have targeted conversations with others so you can collect necessary dataand brainstorm ideas or taking action. We help you set up individual meetings, group meetings, andproduce summary reports.
3
Action Plan
This section helps you design an action plan or next steps to help make your organization morecourageous. We help you prioritize potential actions, both big and small, and map out what you aregoing to do next.
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