Did you know that MBI is a Humanistic company?
In this article, Sergio Larios, Managing Partner of MBI Talent Group, shares his experience on the subject and how he implemented this model to make MBI what it is today.
Humanistic Management is an approach to management theory based on human needs and values. From this perspective, employees are not mere economic assets valued primarily for their productivity, but people with complex needs and desire to perform meaningful and varied daily tasks. The application of humanistic management concepts is difficult, due to the complexity of human behavior and ethical issues in general, and has many challenges.
Humanistic Management theories developed in the 20th century as a reaction to earlier scientific management theories that emphasized productivity and profits above all other considerations.
“Working with the Humanistic Management model gives me happiness, generates satisfaction, provides me with freedom and allows me to be authentic as a person” – Sergio Larios.
In your own terms, what does it mean to be a Humanistic Company?
Sergio: The basis of Humanistic companies is mutual respect. My idea is that the company’s mission has to be based on ethical and moral premises and always focused on the well-being of the team, never on the outside, even thinking about solutions for global warming, world peace or combating hunger in poor countries. We think first about the people who integrate the team and then we will be ready to focus on what we want to achieve.
As a managing partner of MBI Talent Group, why did you decide to establish a humanistic company?
Sergio: The need to create a humanistic company is very simple. It is important to be authentic to boost the pursuit of happiness. That’s why, instead of copying traditional business models, we had to start something from scratch: A project that from the beginning would give us all fulfillment and freedom.
What are the major challenges of implementing and sustaining this model?
Sergio: Market awareness and constant evolution. The concept of Humanistic business is not for everyone yet; there are many people who prefer to keep their status “under control” as they have always had it and are not ready for a real change.
Evolution is a continuous process, so we must always work to improve, create and innovate more efficient and satisfactory forms of working. This is just the beginning and we are aware that there is a lot of work ahead.
Do you consider that Humanistic Management has acquired relevance in recent years? Why?
Sergio: It has not taken the relevance it deserves. Although the main objective of the Humanistic Management movement is to create happiness in people, there are significant challenges of the resistance to change. It has taken relevance, yes, because it is something that in a theoretical and brief form, makes sense to all of us, but when it comes to implementing it in practice is where the real challenge comes from.
Sergio Larios shared with us some specific examples of how the model is currently implemented at MBI:
At MBI Talent Group Humanistic Management was implemented in 2015, nevertheless, we are just in the formalization of our work model where the objectives of a Humanistic company are shared. We are based on working, always aware of our main values: respect, honesty, and transparency, from this mutual trust, is generated, and therefore freedom at work.
We work to create a model without any hierarchy and unlimited freedom of growth for the members of the team.
As I mentioned before, this is a process in constant evolution where we are working every day to implement it forcefully.
What do you like most about working this way?
Sergio: It gives me happiness, generates satisfaction, provides me with freedom, and allows me to be authentic as a person.
One of the founding principles of Humanistic Management is respect and human dignity. Do you consider that companies need to follow these precepts? Why?
Sergio: Respect is the base of any relationship. If someone is in a place where he or she is constantly disrespected, how can be satisfied and happy at work? On the other hand, without respect, mutual trust is compromised, without trust there is no teamwork and no freedom, liberty to delegate activities to your colleagues, to go on vacation without worries or obligations or simply wasting energy in thoughts of uncertainty and mistrust.
Respect requires to be equal, when a team member abuses his freedom or manipulates the situation to his or her convenience generating operational inefficiency or communication errors, that is a lack of respect for the value of the work of the whole team generates problems of distrust, stress, and uncertainty.
To get to know Sergio outside of work, we asked him how he founded and started the dream of MBI.
Sergio: The firm was founded after the acquisition of the Mexican operations of “Mason Braun International”, a franchise acquired in 2015 by my partner Salvador Morales and myself.
It was established after the need to work in a Humanistic way, which was virtually impossible to do as part of a conventional firm or company.
“I am a simple and humble person, even though sometimes it may not seem so at first glance. I like to fight for my ideals and although I am open-minded. In the same way, I like to stick faithfully to my personal values and transmit them to the people around me. Also, I am a person who will continue to work against inequality, an optimistic person with dreams of collaborating to make the world a happier place”.–Sergio Larios
How would you describe the MBI team?
Sergio: It’s a team of incomparable talent and potential. It is amazing to be able to share these values with colleagues who understand and work. We are also committed to continuing collaborating, improving, and therefore evolving as individuals and in general as a team.
Is there a difference between the person you are in the work environment and the person you are in the personal one?
Sergio: There’s no difference, I love to believe that I’m an authentic person.
From the person who founded the company, to the person you are today, what is the most significant difference?
Sergio: From 2015 to the present I think I have learned everything I know.
I believe that experience is earned in its own way, not by copying what has already been done but by walking each person’s path. That is why we focus on and empower our team’s decision-making. We challenge them to learn by shaping their own course because, from my point of view, this is the most efficient way to grow.
Finally, he shared with us his most important lessons learned in the last few years:
Never underestimate the competition.
Never be confident and don’t lose humility, that is the key to success.
Evolution is permanent, is not an end.
But most importantly, is always possible to create an atmosphere of “blind” trust, partnership, fulfillment and satisfaction for all.
Did you already know about this management model and its benefits?
It’s a topic that is becoming relevant and in which integration into the current world will allow companies to stay competitive, focusing on Happiness and well-being.
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