 |
Mergers and acquisitions fuel growth and value creation with little regard to how the individuals involved will interrelate each day.
|
29 |
 |
Transcending the rules-trapped language of can and embracing the values-inspired language of should illuminates the pathways to truly innovative solutions…
|
97 |
 |
Thinking in the language of values frees you from the tyranny of rules and from the illusion of freedom you have when in their negative space.
|
98 |
 |
Thinking and communicating in the language of should – values-based language – by its very nature inspires.
|
98 |
 |
The language of values inspires us because values are aspirational in nature.
|
98 |
 |
…values are not a mechanism or device that approximates what is important or mediates between us and what is important; it connects us to it directly. Values play to our strengths as humans.
|
98 |
 |
Values are like trust; they empower others to honor or betray you. They open up avenues of possibility and leave room for interpretation.
|
99 |
 |
Values-based thinking truly frees the individual to act in the interests of the organization.
|
100 |
 |
…data clearly demonstrates that trust extended by one company to another increases value-creating behaviors, like information sharing, which, in turn, leads to higher levels of trust.
|
160 |
 |
…trust between companies leads to more trust. It sets off an upward spiral of cooperative, value-creating behaviors.
|
160 |
