Corporate Culture and Leadership
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Corporate Culture and Leadership
Leadership happens one person at a time and cultures grow one person at a time. You have to know your people, where they are in their development, and support them to improve to the point that they actively seek out collaborative working arrangements. When this happens you will find that your corporate culture has evolved to one marked by collaboration. Want to discuss this further? You can reach me at Rich@MaxwellCoaching.com. In the meantime, enjoy these articles.
Curated by Rich Maxwell
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Culture

Netflix Culture: Freedom & Responsibility 1

Via Mark Taylor
Rich Maxwell's insight:

Another example of great corporate culture and its importance.

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Mark Taylor's curator insight, July 13, 2015 8:18 AM

Many leaders ask for examples of companies that do a good job of articulating their core values--here is a great one.

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Leadership Develops When You Escape Your Comfort Zone • George Ambler

Leadership Develops When You Escape Your Comfort Zone • George Ambler | Corporate Culture and Leadership | Scoop.it
Successful leaders know that they must get out of their comfort zone to succeed. These leaders have spent a lot of time outside their comfort zone.
Rich Maxwell's insight:

Innovation and creativity occur in the Learning zone, yet far too few workers or leaders go there.  If we are to overcome the complex challenges facing us today (like changing our healthcare system) we must move people and their organizational cultures into the learning zone.

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5 core management mistakes in health systems: Key causes of failure and business erosion

5 core management mistakes in health systems: Key causes of failure and business erosion | Corporate Culture and Leadership | Scoop.it
As we look over the past 10 to 15 years in healthcare, there are several core management mistakes we see repeating themselves. These unfortunate patterns can be the key causes of failure, hurting the sustainability of an organization. Avoid the following five errors:
Rich Maxwell's insight:

Note that these are really leadership and culture issues more than they are management issues.  You need strategy, structure, and systems, but without an effective collaborative culture, you are fighting major uphill battle.

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Does Your Company Keep Its Promises?

Does Your Company Keep Its Promises? | Corporate Culture and Leadership | Scoop.it
Despite best intentions, many businesses struggle with “commitment drift.”

Via Mark Taylor
Rich Maxwell's insight:

If integrity means doing what you say you are going to do, this article is "must" reading for leaders who strive to remain in integrity with their employees.

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Six Common Misperceptions about Teamwork

Six Common Misperceptions about Teamwork | Corporate Culture and Leadership | Scoop.it
This post is part of the HBR Insight Center Making Collaboration Work. Teamwork and collaboration are critical to mission achievement in any organization that has to respond quickly to changing cir...
Rich Maxwell's insight:

Great article and a short but deep dive into what really make teams work well.  You might be surprised at what you read!

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The Worst Thing Any Leader Can Do To High Performers

The Worst Thing Any Leader Can Do To High Performers | Corporate Culture and Leadership | Scoop.it
If you’ve managed a team for even a year, you know the crazy behavior that human beings can deliver.  As a CEO for 23 years, I remember dozens of times I sat with my head in my hands, wondering what a team member was thinking, if anything.  If you’re the [...]
Rich Maxwell's insight:

Leaders lead from their and the organization's values.  The culture of the organization is guided by these core values.  Failure to live up to the values leads to poor performance, bad outcomes, and ultimately a weak organizational culture that can't win.

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Shape Your Culture, Shape Your Company’s Future

Shape Your Culture, Shape Your Company’s Future | Corporate Culture and Leadership | Scoop.it
Shaping and supporting a clearly defined culture is some of the hardest work any organization can take on, but it’s also the most important. What makes it so tough is that it’s less finite and more
Rich Maxwell's insight:

Creating and sustaining culture is tough.  It starts with senior leadership but thrives on the front lines, lead by your middle managers.  A great succinct read.

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Sharon Govender's curator insight, August 12, 2014 9:34 AM

Absolutely agree! You have to be intentional in every way when it comes to designing, leading, influencing, guiding and managing the desired culture.

A well intended statement will not cut it!

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Why Companies Fail To Engage Today's Workforce: The Overwhelmed Employee

Why Companies Fail To Engage Today's Workforce: The Overwhelmed Employee | Corporate Culture and Leadership | Scoop.it
We just completed a major study of human capital trends around the world (Deloitte Global Human Capital Trends, 2,500 organizations in 90 countries) and the message is clear:  companies are struggling to engage our modern, 21st century workforce. This is a worldwide issue. Gallup research shows that only 13% of employees around [...]

Via Mark Taylor
Rich Maxwell's insight:

If your employees ( or even you) feel overwhelmed, perhaps it is a leadership issue.  What kind of culture do you create when you see research results like those reported in this report.  Sober, but important,  reading.

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The Critical Few: Components of a Truly Effective Culture

The Critical Few: Components of a Truly Effective Culture | Corporate Culture and Leadership | Scoop.it
Forget the monolithic change management programs and focus on the elements of your culture that drive performance.
Rich Maxwell's insight:

As Peter Drucker famously said "Culture eats strategy for lunch!"  This Booz and Co. article focuses in on why that is true.

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Does Your Business Live By Its Values?

Does Your Business Live By Its Values? | Corporate Culture and Leadership | Scoop.it
Have you defined, stated, and promoted your business's core values? Do you use them in the day-to-day running of your company? Do you review them when making tough decisions? Do you refer to your
Rich Maxwell's insight:

Core Values are a key foundational element of any business.  They need to be defined, regularly talked about (If leadership isn't talking about the core values don't expect your staff to), utilized in decision making, and called out when they are being violated.

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Watching out for toxic leadership in your organization

Watching out for toxic leadership in your organization | Corporate Culture and Leadership | Scoop.it
“A toxic leader is a person who has responsibility over a group of people or an organization, and who abuses the leader–follower relationship by leaving the group or organization in a worse-off
Rich Maxwell's insight:

Toxic leaders drive good people into despair and an "I don't really care" attitude and can even result in turnover of a good employee.  Trying to work around the toxic leader may work but woe be it to the person who gets caught doing so!  The effect of a toxic leader on the culture of the organization is, well, toxic.  It drives out the best people and holds back teamwork, creativity, and innovation.

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What’s the Secret to Being Merry?

What’s the Secret to Being Merry? | Corporate Culture and Leadership | Scoop.it
One of my business heroes is David Kasiarz, senior vice president of American Express. He’s six and half feet tall and has a full head of hair, but that’s not why I admire him (those are the reasons
Rich Maxwell's insight:

You can't be self-centered ("I'm great! - Note the singular form of expression) and expect to create lasting happiness and joy.  But a collaborative environment of giving to one another in pursuit of something bigger than us all ("We're great! - Note the plural form of expression) can do just that.  What's the prevailing attitide and language in your company?

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Know Your Role: How to Build High Impact Teams

Know Your Role: How to Build High Impact Teams | Corporate Culture and Leadership | Scoop.it
Team Rubicon volunteers take weeks of vacation at a time to deploy with the organization into disaster zones. How do you convince some of them to play a less desirable role, like administrative work
Rich Maxwell's insight:

Know your role and how that role fits into the larger mission of the team.  Doing so helps you understdand why your work is important, how that work contributes to the noble cuase of the organization, and results in high impact teams that generate high levels of employee (or volunteer) engagement.  And from that great things happen!

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What Corporate America Can Learn from Special Operations

What Corporate America Can Learn from Special Operations | Corporate Culture and Leadership | Scoop.it
In October 2003, just after I took command of the Joint Special Operations Task Force in the Middle East, I inspected the intelligence facilities at our small base at Baghdad International Airport (BIAP). As I walked around asking questions and getting a sense of the operation, I opened the door to a supply closet. Inside was a four-foot-high mound of plastic bags and burlap sacks—evidence bags that our forward teams had been flying back. The bags were all piled up, unopened.It turned out that w
Rich Maxwell's insight:

This is tribal leadership at its best - team or team of teams focused on a common mission, bound together by a commitment to achieve the needed outcome.  Subordinated egos allowed real team work, regardless of rank or duty assignment, to emerge.  And it means that leaders have to know their people and deploy them thoughtfully to effect the best outcome.

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Want Great Culture? Get Really Good at Firing

Want Great Culture? Get Really Good at Firing | Corporate Culture and Leadership | Scoop.it
Hiring the right people matters. But identifying--and removing--the wrong ones who already work for you matters just as much.
Rich Maxwell's insight:

Great company culture is grounded in strong values that are alive and functioning.  The first place to bring those values to life is to build them into the hiring process and then build regular reviews of cultural fit into the performance review system.  If it is a bad fit, don't wait...act to allow the person to move onto a company where he or she is a better fit, and so your company can find a person who is a better fit.

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The Hard Data on Being a Nice Boss

The Hard Data on Being a Nice Boss | Corporate Culture and Leadership | Scoop.it
Warmth beats toughness.
Rich Maxwell's insight:

Building trust, promoting engagement all lead to stronger organizational cultures and higher performance.

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Four Dimensions of Communications and Culture

Four Dimensions of Communications and Culture | Corporate Culture and Leadership | Scoop.it
At least once a week I have the opportunity to have a conversation with the leader of a mission-driven organization. Our conversations often touch upon four dimensions of communications that have the

Via Mark Taylor
Rich Maxwell's insight:

Competence is needed but it is not enough. Character and culture are the currencies of great companies.

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Mark Taylor's curator insight, May 6, 2014 6:31 AM
"Words and phrases convey the purpose and values of your organization, and engage your team and your stakeholders."
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Managers Beware: What Toxic "Jane" or "Joe" Can Do to Your Team

Managers Beware: What Toxic "Jane" or "Joe" Can Do to Your Team | Corporate Culture and Leadership | Scoop.it
The interpersonal dynamic established within any team is a "make it or break it" element. As we all know, establishing this critical balance can be hard fought. But, when that dynamic is held hostage
Rich Maxwell's insight:

Great organizations develop a culture of collaboration and teamwork.  Great teams thrive in an environment of respect, honor, and integrity.  But add someone to the team who is out for themselves, who disrespects others for personal gain, and you have poisoned the team. 

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The Seven Skills You Need to Thrive in the C-Suite

The Seven Skills You Need to Thrive in the C-Suite | Corporate Culture and Leadership | Scoop.it
The traits companies prize most.

Via Mark Taylor
Rich Maxwell's insight:

Leadership is about you as a person, your people and how you develop them, and how they work in relationship to one another.  And from all this evolves the culture of your organization.

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Mark Taylor's curator insight, April 7, 2014 9:17 AM

It's about leadership and relationship.

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Change leader, change thyself | McKinsey & Company

Change leader, change thyself | McKinsey & Company | Corporate Culture and Leadership | Scoop.it
Anyone who pulls the organization in new directions must look inward as well as outward. A McKinsey Quarterly article.
Rich Maxwell's insight:

Great leadership begins inside the leader.  Being stable within yourself, aware of what is and is not working well for you personally is a key to being able to maintain a high level of wellbeing and stability as you step forward to lead.  Others rely on you.  Can you rely on yourself?

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Can A Big Old Hierarchical Bureaucracy Become A 21st Century Network?

Can A Big Old Hierarchical Bureaucracy Become A 21st Century Network? | Corporate Culture and Leadership | Scoop.it
Can a big old hierarchical bureaucracy become a 21st century networked firm? My interview with Rod Collins, former CEO of Blue Cross Blue Shield Federal Employee Program. Many firms would often rather die than change. For some, a hybrid approach may help.

Via Mark Taylor
Rich Maxwell's insight:

Collaboration can occur in many different ways.  And the way it happens may be in part dependent on the structure of your organization today and it's history.  This insightful interview will open your eyes to the possibilities.

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Mark Taylor's curator insight, March 24, 2014 9:50 AM

This is talking about an emerging what we call in Tribal Leadership-Stage Four structure.

 

The network is not just “anything goes.” Measures are central. But the metrics must be aligned with the different way of working. If you want collaboration, you have to measure collaboration. So measurement built on peer-based accountability is key."

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Has Your Leadership Role Scaled With Your Company?

Has Your Leadership Role Scaled With Your Company? | Corporate Culture and Leadership | Scoop.it
Leading two people is much different than leading 200 people.
Rich Maxwell's insight:

Read this interview with a CEO who understands the need for and role of a noble cause, core values, alignment of those values among the employees, and the role of the CEO as the leader of the tribe, not the doer of all things important.

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Are You Your Employees’ Worst Enemy?

Are You Your Employees’ Worst Enemy? | Corporate Culture and Leadership | Scoop.it
Many leaders inadvertently stand in the way of superior performance. Here’s how to avoid the hindrance trap.

Via Mark Taylor
Rich Maxwell's insight:

Leadership is largely about developing your people, setting a vision, and supporting them in making it happen.  But are you hindering that success by not setting clear expectations, not considering organizational capacity when rolling out a new initiative, or setting policies and procedures that aren't useful?  Leaders clear the way, they don't stand in the way.

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Mark Taylor's curator insight, February 8, 2014 9:10 PM

As Pogo said, we have met the enemy and the enemy is us.

ozziegontang's curator insight, February 21, 2014 5:20 PM

The story of Ralph Stayer is interesting in getting out of one's own way.  What is more interesting is that his mentor early on was Lee Thayer who asked the questions that needed to be asked.


Lee Thayer reminded me numerous times:

  • No tool is any better than the understanding of the person using it.
  • The best tool in the wrong hands will not accomplish what was intended.
  • No tool or technique can be any better than its users

 

And BOLDED as a reminder:

 

The Mother of all tools is how I think about what needs thinking about.


It would serve one well to get to right thinking by reading any of Lee's books starting with: Leadership: Thinking, Being, Doing or an easier start would be: A Pocket Oracle for Leaders.

ozziegontang's curator insight, February 21, 2014 5:23 PM

The story of Ralph Stayer is interesting in getting out of one's own way.  What is more interesting is that his mentor early on was Lee Thayer who asked the questions that needed to be asked.


Lee Thayer reminded me numerous times:

  • No tool is any better than the understanding of the person using it.
  • The best tool in the wrong hands will not accomplish what was intended.
  • No tool or technique can be any better than its users

 

And BOLDED as a reminder:

 

The Mother of all tools is how I think about what needs thinking about.


It would serve one well to get to right thinking by reading any of Lee's books starting with: Leadership: Thinking, Being, Doing or an easier start would be: A Pocket Oracle for Leaders.

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6 Habits Of Resilient People

6 Habits Of Resilient People | Corporate Culture and Leadership | Scoop.it
What makes some people persevere through trying circumstances while others begin flailing at the first sign of crisis? Understanding the key qualities...
Rich Maxwell's insight:

Being part of an effective team requires resiliency by each and every person on the team.  This thoughtful article cites 6 habits we can all benefit from.

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The Real Role of Leadership is Climate Control

The Real Role of Leadership is Climate Control | Corporate Culture and Leadership | Scoop.it
So much of what we achieve rests on individual effort – the hours we commit, the effort we expend, the goals we set for ourselves and for our businesses. Still, all our efforts can fail if we are not
Rich Maxwell's insight:

So true, and this requires an understandable, workable, flexible model of leadership that promotes individual development while fostering a cultute of collaboration and innovation.  Executive coaches working with your team in principles such as those found in Tribal Leadership can help companies achieve this reality.  Just look at Zappos for example!

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