 |
So goes the culture, so go the people.
|
166 |
 |
The perverse interpretation of shareholder-first has created cultures in which barely a single person working in any public company, large or small, feels protected by their leaders.
|
217 |
 |
To see money as subordinate to people and not the other way around is fundamental to creating a culture in which the people naturally pull together to advance the business.
|
21 |
 |
Every single human being on the planet, regardless of culture, is naturally inclined to cooperate.
|
43 |
 |
The strength of the culture, and not its size or resources, determines an organization’s ability to adapt to the times, overcome adversity and pioneer new innovations.
|
56 |
 |
That something as simple as a corporate incentive system or a corporate culture is actually contributing to those statistics is horrifying. Our jobs are literally killing us.
|
71 |
 |
As long as there are human beings brought together for a common cause, leaders can choose to set any kind of culture they want.
|
75 |
 |
The ways that senior leaders treat direct reports create numerous other ripple effects that travel down and across the hierarchy, shaping a company’s culture and performance.
|
18 |
 |
All bosses can be more effective when they work with, rather than against, the peer culture. Bosses who are known as fair and consistent will get more support from the peer culture when they do their dirty work.
|
199 |
 |
Cultural legacies are powerful forces. They have deep roots and long lives.
|
175 |
