In an issue of EVOLVE with the dedicated theme “Make an impact”, we think that making a mark in the contemporary world requires more than just ambition: what is needed is personal and collective transformation. So here – as the readers of EVOLVE will know – is a brief selection of texts that may offer some guidance on the subject: “The 7 Habits of Highly Effective People” by Stephen R. Covey (the title in Italian is “Le 7 regole per avere successo”) and “Reinventing Organizations” by Frederic Laloux. To these we have added a few short extracts from “Can't Hurt Me”, an essay written by David Goggins, a former soldier in the Navy SEALs, the U.S. Navy Special Forces on the editorial case of 2023. By reading them carefully and critically, you will discover how personal effectiveness and a new organizational vision can in fact coexist and shape our future.

Covey: the path to personal effectiveness

Voted by Time magazine as one of the 25 most influential Americans, Stephen R. Covey (1932- 2012) was a world-renowned authority on leadership, a family expert, teacher, consultant, business leader, and author. His books have sold more than 40 million copies, in more than 50 languages worldwide. “The 7 Habits of Highly Effective People” has been called one of the most influential business book of the 20th Century. After earning an MBA from Harvard University and a doctorate from Brigham Young University, he co-founded and became vice president of FranklinCovey, a consulting firm on leadership issues worldwide.

Published more than three decades ago, “The 7 Habits of Highly Effective People” remains a cornerstone in self-help and personal management literature. Covey identifies seven key habits that, if adopted, can transform a person from a merely reactive existence to a proactive one. These habits - Be Proactive, Begin with the End in Mind, Put First Things First, Think Win-Win, Seek First to Understand, Then to Be Understood, Synergize, Sharpen the Saw - not only increase personal effectiveness, but also create the foundation for solid, authentic interpersonal relationships. In an age of uncertainty, Covey's habits offer an anchor, a replicable model – a guide toward personal and professional fulfillment.

Laloux and “enlightened” organizations

The way we run businesses seems more anachronistic every day. Inside ourselves, we know that much more can be done and better. We all want workplaces that have a soul, more authentic relationships, a more grounded sense of community, and a meaningful purpose to pursue.

A former associate partner at McKinsey & Company, Frederic Laloux holds an MBA from INSEAD and a degree in coaching from the Newfield Network in Boulder, Colorado. In his essay “Reinventing Organizations”, published in 2016, Laloux opens our eyes to a future of work that puts people at its center, unlocking the resources they offer for the well-being of the individual, the organization, and the environment.

The American writer focuses on how to transform a disillusioned organization into an enlightened one: his research shows how over the past centuries, each time it has moved to a new stage of consciousness, humanity has invented new ways to structure and manage organizations. The enlightened organization, Laloux says, is collaborative, decentralized and adaptive, with a “detect and respond” approach to problems, operating on trust rather than fear.

“Reinventing Organizations” describes a work environment where hierarchies become flattened, and each member contributes with authenticity and creativity. According to Laloux, “Teal” (meaning “tea leaf”) organizations not only meet the needs of the individual, but also elevate the collective whole by embracing management that values self-organization and a sense of shared purpose. Laloux's Cultural Model - which is inspired by the model of human consciousness created by philosopher Ken Wilber - is a model characterized by five different colors: in analyzing the different theories of evolution, the author identified 5 evolutionary stages of organizations, which he has paired with colors and metaphors:

1. Red organizations - impulsive, fear-driven (pack of wolves)
2. Amber organizations - conformist, driven by norms and procedures (army)
3. Orange organizations - achievement-oriented, driven by processes, projects and planning/control (corporate machines, big corporation)
4. Green organizations - pluralistic, driven by culture and values (family)
5. Teal organizations - evolutionary, the color of tea leaves, driven by constant perception of changes in the environment and rapid adaptation (living organism).

Laloux suggests that an organization is never uniformly colored, but rather represents a palette of different hues. Each stage of development has its own intrinsic value, specifically related to the goals the organization intends to pursue. Advancing or regressing between phases is always possible: outlining a detailed developmental map can therefore be very useful, as this tool helps to accurately identify areas that need specific actions to strengthen the current phase or facilitate the transition to the next one.

Unity of vision for a sustainable future

The synthesis of the theories of Covey and Laloux suggest an approach to life and work that is deeply interconnected. Where Covey teaches us how to be leaders of ourselves with habits that enhance our effectiveness, Laloux extends these concepts to the organizational level, promoting a structure that facilitates innovation and collective responsibility. Indeed, the current era requires a twofold transformation: internal, through continuous self-improvement, and external, through the reinvention of our institutions.

More than just manuals, these texts are considered “manifestos for a future” in which every individual and organization can transcend their current limitations and make a lasting impact. Essential reading for anyone who wishes to successfully navigate the complexities of our time and leave a mark that goes beyond a mere personal scope. Influencing the community in a positive way.

To blend the thinking of these two visionaries, we thought it interesting to add some excerpts from the bestseller “Never Finished”, published in 2023 by David Goggins, a former soldier in the Navy SEALs, the U.S. Navy Special Forces. Goggins, now turned athlete and motivational speaker, talks about the “40% rule” to highlight a very powerful motivational concept dealing with mental and physical limitations. According to this rule, when your mind tells you that you are exhausted and cannot continue, you have only actually used about 40% of your actual capacity. This implies that even if you feel you are at your limit, you still have 60% of your resources available to go on.

The idea behind this rule is to encourage people to overcome their selfimposed limits and push themselves beyond what they think is possible. Goggins argues that by learning to overcome pain and mental fatigue, we can access levels of performance that previously seemed unattainable. This approach is often used to increase endurance and determination in difficult situations, both in sports and in daily life.

His personal story testifies to this. Starting from the most difficult circumstances, he began his extraordinary journey of rebirth when he realized that the real enemy is not outside, but within. David went on to become the only member of the U.S. Armed Forces to have ever completed Navy SEAL training, the U.S. Army Ranger School and Air Force Tactical Air Controller training. When we think it is time to make our mark in the contemporary world, chances are that reading “Can't Hurt Me” will have a noticeable impact on our ability to motivate ourselves, both personally and at work.

According to Peter Drucker, an Austrian economist and essayist, «The greatest danger in times of turbulence is not the turbulence – It is to act with yesterday’s logic.»