Corporate training in the U.S. is a $70 billion market, and 35% of that is spent on management and leadership training. Over the last several decades, the industry has produced a recipe for how to be a successful corporate leader: Be trustworthy and authentic, serve others (particularly those who work for and with you), be modest, and exhibit empathetic understanding and emotional intelligence.
Changing behavior doesn’t come naturally. If we want to learn, we need to tolerate the feeling of inauthenticity long enough to integrate the new way of being. Long enough for the new way of being to feel natural.
While purpose is essential to a strong corporate culture, it is often activated and reinforced through narrative. Individuals must learn to connect their drives to the organization’s purpose and to articulate their story to others.
Virtually all leaders believe that to stay competitive, their enterprises must learn and improve every day. But even companies revered for their dedication to continuous learning find it difficult to always practice what they preach.
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