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wherever you get your podcasts. Welcome to the HBO Idea cast from Harvard Business Review.

I'm Sarah Green.

I'm talking today with Bob Keegan,

professor at the Harvard Graduate School of Education

and the co-author with Lisa Leahy, Andy Fleming,

and Matthew Miller of the HBR article Making Business Personal.

Bob, thanks so much for taking the time to chat with us today.

Happy to be with you, Sarah.

So the article describes a type of organization you call the deliberately developmental

organization and I have to say that several times throughout the article you say this type of

organization might make some people uncomfortable and I have to admit that I was a little

uncomfortable as I read the piece. So let's just start by describing what is a deliberately

developmental organization and why does it make some people uncomfortable?

Well, a deliberately developmental organization is, first of all, a mouthful, so we abbreviated as the D. D.O. And a D.O is kind of inspired by the question if you so

valued developing the capabilities of your people that you wanted to create a

culture that would immercively draw everyone, ideally, into a kind of process that would help them to continue to grow,

become better versions of themselves in the very context of doing their work on a day-to-day basis, what

...