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How:
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.
|
253 |
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How:
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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How:
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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How:
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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How:
Compliance is about surviving; self-governance is about thriving.
|
254 |
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How:
Values place governance within each person rather than in persons or rule sets external to them, establishing the conditions for a very different type of culture to grow.
|
256 |
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How:
Transparency between people at all levels… makes these cultures stronger and more effective, and the free flow of information makes cultures more self-governing by increasing trust.
|
260 |
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How:
If someone on the team is not performing, it becomes incumbent on everyone else to raise the issue and then solve it as a group, with a focus on fixing the problem, not assigning blame.
|
262 |
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How:
…to be a self-governing individual you must lead yourself and approach everything you do from a leadership perspective.
|
268 |
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How:
Leadership is an attitude, a disposition, and a way of approaching the challenges you face every day. It is not a title on your business card.
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270 |
