Sustaining Top Talent through Positive Culture and Leadership Q&A with Dr. Linda Sharkey Personal Note from Dr. Linda Sharkey I hope you enjoyed the webinar on Sustaining Top Talent through Leadership and Culture last week. I had a chance to review the many thoughtful questions that you all posed and between Human Synergistics and myself, […]
Leadership/Impact® (L/I) Leadership Assessment Research and development by Robert A. Cooke, Ph.D. Leadership/Impact (L/I) is a leadership assessment that provides managers and executives with unique insights into their personal leadership strategies – and the impact of those strategies on others’ behavior measured in terms of the Circumplex styles and performance. The product of extensive leadership effectiveness research, […]
Values are a key part of your organization’s culture; they affect the entire organization and its members. They can spill over to the community, influence what other organizations in your country do, and even change the world.
Whether you are leading an organization located in a single country or one that operates in multiple countries around the world, cultivating a productive organizational culture has never been more important.
For many months, the board and CEO of your organization have been focused on a more generative and healthier balance of efficiency, velocity, flexibility, long-termism, sustainabla-bla-bla results, strengthening core yada-yada values, human capitabla-bla, clarity of purpose, and profit bla-bla-bla. (Even if you believe in these “buzz words,” we all recognize that they can be a trigger/distraction.)
The organization is doing a lot in the name of change with regard to strategy, vision, and business process. And your company has already invested millions in new product development/innovation, agile processes/structures, office design, change management protocol, new internal communication campaigns, and many town halls. You even built beautiful digital centers of excellence.
But still, transformation isn’t happening fast enough.
Few organizations understand the vast untapped potential of project teams to shift leadership culture and an immense opportunity exists to leverage project-based teams in a new way.
Leader development includes getting to know self, confronting the shadow side, and facing ourselves. This is no small task but neuroscience shows that what has been hardwired can be rewired.
In today’s competitive business environment, executives are not interested in investing money in company culture unless they are able to see results in terms of tangible business value. Working in the field of transformational leadership and large-scale change, I see plenty of consultants who do magnificent work but struggle with connecting the dots between the work they do and the ultimate value they will add.
We are living in extraordinary times – volatile, uncertain, complex, ambiguous.
The pace of change will never be this slow again.
In the service sector, many traditional approaches are no longer relevant and there is a new business agenda emerging.
Establishing and maintaining a strong workplace culture is a major undertaking for any organization. But when your organization grows 300 percent in the space of a year, holding onto the culture and values that led to such success becomes an uphill battle. That’s the challenge that Ron Storn, VP of People at Lyft, took to task when he joined the company—how do you keep values alive while your organization grows at a dizzying rate?
This post is the last in a series of five articles describing a major arts-based leadership development programme at Oxford University’s Saïd Business School, designed and run over a four-year period by Dr. Mark Powell, one of the authors of this article. Previous posts have looked at the way in which delegates to the programme worked with dancers, actors and jazz musicians. This final post explores the most ‘hands-on’– and for many delegates the most emotional – element of the programme: the experience of conducting a small chamber choir.
Edgar Schein : Aperçus de la Cinquième Édition de Organizational Culture and Leadership
Most leaders can describe the values of their organization, but fewer are successful at ‘walking that talk’. In fact, as communication increases about an organization’s values, there’s a greater risk that employees and customers will become cynical. Why? Because the gap between the ‘walk’ and ‘talk’ is always more visible than we think. As anyone involved in a culture change process will know, it takes time and effort to align these two.
So what are some of the quickest ways a leader can recognize that gap and take the responsibility required to do something about it?
In the last twelve months, the topic of values has caught the imagination. Putting values at the center of everything your organization does can make all the difference in engaging and motivating employees and customers.
Experienced consultants bring a wealth of knowledge and understanding that can contribute greatly to guiding organizations towards their cultural objectives. These change agents offer perspectives that go beyond conventional practice to provide tailored strategies that help leaders with their constructive impact or in discovering their organizational potential. By leveraging a skilled consultant, leaders can navigate the complexities […]
