 |
…even if you get rid of the old attitudes about work, you need a new set of attitudes to take their place. You need a new culture.
|
088 |
 |
Management is part of the process, but management does not drive the process. The people create the new culture.
|
091 |
 |
…contrary to how they are seen in business culture, managers and directors are people too.
|
171 |
 |
We need to get real about the employee manual. It’s culture that makes the place go, not rules in a book nobody reads…
|
173 |
 |
The relentless urgency that characterizes most corporate cultures undermines creativity, quality, engagement, thoughtful deliberation, and, ultimately, performance.
|
003 |
 |
Most organizations enable our dysfunctional behaviors and even encourage them through policies, practices, reward systems and cultural messages that serve to drain our energy and run down our value over time.
|
010 |
 |
Building intermittent breaks into the workday is not only counterintuitive, it’s also countercultural in the vast majority of organizations.
|
069 |
 |
A workplace culture characterized by appreciation and high regard for employees undeniably drives higher engagement and loyalty.
|
169 |
 |
The… key to innovation is a culture that prizes learning and truly invests in it.
|
227 |
 |
The leaders of the future will be those who take the next step – to change the culture.
|
186 |
