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…try to establish a culture in which every meeting has a point, an agenda, an extremely limited time frame, an outcome, and a bias toward involving fewer people rather than more.
|
99 |
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A transparent culture of learning and growing will generally create credibility and trust, even when the immediate results are not the best.
|
117 |
 |
…finishing strong is a powerful antidote to a culture of quitting… Whenever possible, finish, and finish strong. Page
|
123 |
 |
By enlisting others in your growth and development, you transform a culture that typically resists change to one that encourages it.
|
142 |
 |
Accountability builds extraordinary trust in the culture when people feel secure in the knowledge that everyone will be held to certain standards.
|
204 |
 |
By extending trust, you empower people. You leverage your leadership. You create a high-trust culture that brings out the best in people…
|
228 |
 |
The secret to winning this culture game is to treat people how they want to be treated, not how you would want to be treated.
|
164 |
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Technical solutions fare poorly where improvement is dependent on a change in culture, traditional norms, or a shift in people’s habits.
|
185 |
 |
Each intention of cultural change needs to find expression in the present, or it loses its credibility.
|
313 |
 |
The right people are the ones who share your company’s core values. They fit and thrive in your culture. They are people you enjoy being around and who make your organization a better place to be.
|
81 |
