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Great companies and leaders today know that their reputational capital is as valuable to their success as their physical capital.
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196 |
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Values. Continuity. Reputation. To thrive in our transparent, connected world, we need to shift our thinking from managing reputation to earning it.
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199 |
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Values speak to the higher self. They have the power to inspire and not just motivate. They breed belief.
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225 |
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If individuals, inspired by the core values of the group, are to be truly trusted to self-govern then they must have free and unfettered access to the information they need to make sound and reasonable judgments.
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230 |
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Why do employees do the right thing? They will do the right thing because in self-governing cultures, not to do the right thing no longer betrays just the company; it betrays’ the individual’s own values.
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253 |
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Rules control and limit how we do what we do; only values-based self-governance can simultaneously control behavior and inspire us to do more.
|
253 |
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When companies and workers align on values, workers then act on their own beliefs. Nothing is more powerful than that.
|
253 |
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Self-governance is the most efficient way to get everyone on the same page, aligned to organizational values and goals, and doing the right thing to achieve them.
|
254 |
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…the self-governing person looks wisely and deeply to the core values at the center of their framework and makes considered decisions about the best way to uphold them.
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284 |
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Inspiration comes from a dedication to beliefs and values, the pursuit of big ideas and significant contributions to others, and a commitment to communicating this dedication and pursuit to others.
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287 |
