The self-help industry and the associated cult of positivity often leave us with an incomplete picture of the environment we find ourselves in. We end up seeing only opportunity without risk and end up relying on hope as a strategy. But just as crucially, this partial view of reality robs us of the positive potential […]
Why an Enemy is Good for Business Read More »
We create organizational cultures as we go along, sometimes consciously, often unconsciously—but always through decisions. When leaders decide to build a powerhouse of excellence, they start by asking themselves what needs to change and what should stay the same. When companies embrace a change orientation, they consider innovation as part of that culture, not a
Create a Powerhouse Read More »
John G. Taft, CEO, RBC Wealth Management As Chief Executive Officers, we each have a responsibility to set the tone not just for our individual companies but for our industries and society at large. I believe this is so in every industry, but in no sector is more so today than in financial services, where
Ethics and Culture – the Keys to Becoming a Force for Good Read More »
People don’t remember things just because you told them it was important to remember. Even if they remember, they won’t change their behavior just because they were told it is the right and best thing to do. The most inefficient way of teaching is telling. In order for people to learn, they have to be
4 Tips for Creating a Culture that Learns and Grows Read More »
Joakim Ahlström, Author, How to Succeed with Continuous Improvement Imagine an organizational culture so strong you’d be certain to achieve your long-term objectives no matter what happens. Would you be willing to do ONE thing to make that culture reality? For managers at all levels of an organization time is a scarce commodity.
The ONE Thing Successful CEOs Do to Create a Culture of Continuous Improvement Read More »
“Culture,” the new buzzword of the financial recovery, has transformed from an ethereal, abstract otherworldly word to a blunt instrument for finding fault on myriad qualitative matters affecting the organization. When an individual, merger, or organization fails, culture takes the blame. We use the word fairly arbitrarily, citing it to explain why things don’t change,
How Wall Street Should Define Culture Read More »
Espoused beliefs reflect those perceptions that an organization’s leaders consider “correct.” Over time, members of an organization learn that certain beliefs work to reduce uncertainty, so these beliefs gradually develop into an articulated set of norms and operational rules of behavior that serve as a guide for dealing with ambiguity or difficult events. As new
Brainwashing or Influence? Read More »
“When it comes to how employees feel about their employers, the big theme in this year’s study is trust – or a lack of it. What’s going on here?” – Harvard Business Review, discussing the APA’s recent Work and Well-Being Survey, which found that fully 25% of Americans don’t trust their employers Do you consider yourself
Do Your Employees Trust You? The Answer May Surprise You. Read More »
Lawrence Polsky and Antoine Gerschel, Managing Partners, PeopleNRG.com People resist change. Among 1,300 professionals who responded to our 2012 Global Study, 81% reported they say yes to changes but do nothing. A recent glaring example of this is what has become known as the “GE nod.” GM recently fired 15 people for just nodding yes and
Beating the “GM Nod” Read More »
Mark Gregor, CEO of Velir Job seekers and customers today are increasingly seeking organizations that embody a culture of giving back. Several recent studies have highlighted the benefits of corporate philanthropy – for example, a recent study by America’s Charities found that 68 percent of employers reported that their employees expect them to support volunteerism.
Four Tips for Creating a Philanthropic Culture Read More »
