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Right people in the right seats love clarity. Knowing the numbers they need to hit, they enjoy being part of a culture where all are held accountable.
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124 |
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Trust creates an open culture in which everyone feels comfortable talking about issues as they arise.
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133 |
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Though cultures within large organizations often share many traits, group cultures are generally singular; they differ from organization to organization, from team to team, and from unit to unit.
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219 |
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…informed acquiescence cultures tend to be management-oriented, with an established managing class and a well-entrenched bureaucracy.
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223 |
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Culture occurs at the synapses where people interact.
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227 |
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Organizational structure in self-governing cultures is tightly integrated – flatter, if you will – and the synapses between individuals and teams operate in a state of high trust.
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233 |
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With everyone accountable for the team’s success, no one tolerates slacking; the culture becomes self-enforcing and feedback becomes the name of the game.
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233 |
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In self-governing cultures, the role of every individual is to lead and be a leader.
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234 |
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Self-governing cultures coalesce around mission, promise, and the pursuit of significance, a journey that is, in many ways, its own reward.
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239 |
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As we move forward into an ever more transparent world, culture – the character of an organization – is now everyone’s responsibility.
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244 |
