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…exceptional organizations all have cultures in which the leaders provide cover from above and the people on the ground look out for each other.
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9 |
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Truly human leadership protects an organization from the internal rivalries that can shatter a culture.
|
16 |
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…create cultures that inspire people to give all they have to give simply because they love where they work.
|
17 |
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The cultural norms of the majority of companies and organizations today actually work against our natural biological inclinations. This means that happy, inspired and fulfilled employees are the exception rather than the rule.
|
18 |
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When we identify with a culture, we articulate our belonging to that group and align ourselves with a shared set of values and beliefs.
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162 |
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In strong corporate cultures, employees will form similar attachments. They will identify with the company in a very personal way.
|
162 |
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In a weak culture, we veer away from doing ‘the right thing’ in favor of doing ‘the thing that’s right for me.’
|
162 |
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If character describes how an individual thinks and acts, then the culture of an organization describes the character of a group of people and how they think and act as a collective.
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163 |
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A company of strong character will have a culture that promotes treating all people well, not just the ones who pay them or earn them money in the moment.
|
163 |
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Performance can go up and down; the strength of a culture is the only thing we can truly rely on.
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163 |
