Culture

What I learned over my Christmas vacation

Strategy and Culture Should Meet For Breakfast

cialis prescrizione ssn Please considering purchasing the book which is a collaborative project to create a relevant and actionable collection of poignant lessons learned, directly authored by learning and talent development thought leaders.  All proceeds from the sale of this book will benefit RightStart4Kids a 501c3 nonprofit organization that focuses on initiatives to help children globally start life out right from the start.
Strategy and Culture Should Meet For Breakfast
“Culture eats strategy for breakfast” is attributed to Peter Drucker, an influential thinker on modern management theory and practice, but is it true?
If strategy is most broadly defined as “where we are going” and “how we are going to get there” it provides vision and a plan. Strategy does not speak to how to engage people to execute against that plan. That happens, in part, by helping them understand “how we do things around here,” or the culture. Great leaders, enabled by great learning organizations, create culture that will drive business performance.

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Words Matter

Building A Culture One Coaching Conversation At A Time

One of the questions that leaders are taught to ask in order to show concern and to connect to the front line employee is “what can we do to make your job easier?” Maybe the question that leaders should be asking to drive cultures of ownership and accountability is “what are you doing to improve your ability to do your job, and how can I help?” Firstly, is it the job of a leader to make other people’s jobs easier?  Some jobs are tough! Secondly, is it the job of the leader to identify those things which will improve the ability of the employee to have impact and deliver value?  Finally, once employees have identified their needs, perhaps it is the job of the leader to wherever possible help them meet those needs.  And when it is not possible to deliver on what people have asked for, how can the leader coach others to accept […]

Great Leadership = Culture of High Performance?

Welcome to JoinDrPam.  The blogs for the last few weeks have been dedicated to questions about leadership, and the great impact that leaders have on driving performance excellence.  This week’s question is, “Does great leadership always lead to a culture of high performance or a magnetic culture, as Kevin Sheridan, author of Building A Magnetic Culture would say?”

Certainly a great leader has tremendous influence over the culture for a particular team or segment of the business…what some refer to as climate. But what if a great leader, who might create a great climate for his or her team, is operating with (1) unmotivated, low accountable people, or (2) within an organization that creates barriers to creating a high performing team or culture?
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Teams are made up of individuals, and all individuals are not created equal in terms of their commitment to be high performing and to deliver results. Even a great leader cannot motive people to perform if it is against their will to do so, as motivation is an internal drive that develops within a person and not from external drivers. Once someone is motivated or committed to perform, a great leader can (1) understand and leverage what motivates them, (2) create an environment or climate to make the most of their desire to contribute, (3) tie what motivates them to the needs of the business, (4) manage organizational roadblocks that will interfere with their ability to contribute and (5) reward those that are already committed and motivated to contribute and succeed (external reinforcement).

#5 above is the one that can create a dilemma for leaders, depending upon the corporate reward structure, and how much autonomy the individual leader has for allocating […]