 |
The majority of agility is about behavior norms, culture, rather than processes or tools. It’s people, process, and tools, in that order.
|
023 |
 |
If there is no coupling, a high level of mastery, and a servant leader culture, then teams, within minimal viable guardrails and with strategy alignment, can be more autonomous.
|
097 |
 |
Leadership behavior is a culture amplifier.
|
150 |
 |
Transformational leadership and a generative culture go hand in hand.
|
152 |
 |
Tools can only hope to support the skills, culture, and flow, and at best encourage them.
|
262 |
 |
…you can’t change the culture of your organization; you can only change how you navigate it and respond to it.
|
005 |
 |
…startup culture is about one thing: growth. As fast as you can. At all costs.
|
102 |
 |
There is one big, fatal flaw that often accompanies the pursuit of shared culture and values: uniformity.
|
153 |
 |
…IC [individual contributor] roles should be crafted to your unique culture and needs.
|
217 |
 |
…so many companies talk about the importance of outcomes over output, yet their culture and behaviors consistently prioritize predictability over results.
|
019 |
