 |
Leaders have that sense of where the culture is going to be, where the organization must be if it is to grow. If the don’t have it as they start, they do when they arrive.
|
194 |
 |
Our culture needs more right-brain qualities, needs to be more intuitive, conceptual, synthesizing, and artistic. And so, of course, do we.
|
097 |
 |
So embedded is the link between mistakes and stupidity in American culture that it can be shocking to learn that not all cultures share it.
|
308 |
 |
Too many of our cultures are filled with people working to protect their own interests and the interests of those above them before those of the people they are supposed to be serving.
|
043 |
 |
A strong culture and the ability to fund its own existence (also known as profitability) is how a company actually stays in the game for the long term.
|
058 |
 |
Growth as a cause often results in an unhealthy culture, one in which short-termism and selfishness reign supreme, while trust and cooperation suffer.
|
059 |
 |
…inside an organization, a company must provide for the protection of its people by building a culture in which employees feel psychologically safe and feel like their employer cares about them as human beings.
|
089 |
 |
Our ability to trust is not based on our industry. This is human being stuff. Sometimes all we need to do is translate the concepts to fit the cultures in which we work.
|
107 |
 |
It is the combination of what we value and how we act that sets the culture of the company.
|
121 |
 |
…when leaders have laser-focus on performance above all else, the culture inevitably suffers.
|
130 |
