A Covenant Story

If there is no reflection, there is no learning. If there is no learning, there is no change. One of the earliest groups to develop a Workplace Covenant was led by a software engineering manager named Roy. Roy took his role as leader seriously and was dedicated to “Kaizen”, a Japanese term meaning “continuous improvement”. Roy understood that each direct report had different needs of a manager, based on their personality, skills, and experience. Unlike many managers, Roy did not fear feedback and was not defensive when he got it. No surprise, their Workplace Covenant session went extremely well. Roy and his team developed relevant obligations and expectations, presented them openly to each other, and discussed them in detail.