Why bother with organisational culture?
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Rescooped by Sharon Govender from Corporate Culture and Leadership
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Leading transformational change

Leading transformational change | Why bother with organisational culture? | Scoop.it
“IF YOU CAN’T RELATE TO PEOPLE AND HAVE QUALITY CONVERSATIONS WITH THEM, THEN YOU ARE NOT GOING TO LEAD ANYONE ANYWHERE.” Paul Aitken Why is it so difficult to successfully implement change? Leadin...

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Rich Maxwell's curator insight, July 22, 2013 10:24 AM

If it is to be it starts with me.

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Does Your Company Keep Its Promises?

Does Your Company Keep Its Promises? | Why bother with organisational culture? | Scoop.it
Despite best intentions, many businesses struggle with “commitment drift.”

Via Mark Taylor, Rich Maxwell
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Rich Maxwell's curator insight, August 4, 2014 11:07 AM

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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4 Ways Leaders Can Create a Candid Culture

4 Ways Leaders Can Create a Candid Culture | Why bother with organisational culture? | Scoop.it

When leaders want to create an open culture where people are willing to speak up and challenge one another, they often start by listening. This is a good instinct. But listening with your ears will only take you so far. You also need to demonstrate with words that you truly want people to raise risky issues.



Via Kenneth Mikkelsen
Sharon Govender's insight:

Leaders are the architects of corporate culture. What leaders "say and do"....matters!

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donhornsby's curator insight, July 14, 2014 5:53 PM

(From the article): Sacrifice ego. On one memorable occasion Phil said in front of a group of middle managers: “I’ve been told I am unapproachable. I don’t know what that means. I would appreciate any specific feedback any of you would be willing to offer me.” The rest of the group looked on in awe as one brave soul, a manager named Terry, raised his hand. “I would be happy to, Phil.” Terry met later with Phil and gave a couple of suggestions – which Phil then shared publicly. Phil sacrificed his ego to show how much he valued candor and openness and that people were safe with him.

Ivon Prefontaine, PhD's curator insight, July 14, 2014 7:44 PM

Don's point is well-made: sacrifice ego. Too often, bosses want to talk and not listen. Sometimes stepping back and listening is important. It allows the other person to share their complete thought rather than only half which might not be enough.

Ian Berry's curator insight, July 15, 2014 8:09 PM

Please read co-creating cultures of candor too http://blog.ianberry.biz/2014/07/co-creating-culture-of-candor.html

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Shape Your Culture, Shape Your Company’s Future

Shape Your Culture, Shape Your Company’s Future | Why bother with organisational culture? | 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

Via Rich Maxwell
Sharon Govender's insight:

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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Rich Maxwell's curator insight, April 3, 2014 7:53 AM

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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Zappos CEO Tony Hsieh Explains Why The Word 'Leader' Makes Him Cringe

Zappos CEO Tony Hsieh Explains Why The Word 'Leader' Makes Him Cringe | Why bother with organisational culture? | Scoop.it
And how he attracts top talent. ;

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