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Create sustainable, high-performance cultures and impact the world.

Our Ultimate Culture Conferences allow us to bring visibility to important insights from culture pioneers and progressive leaders. Recently, we shifted our focus to a regional format in partnership with major universities, and in September, we collaborated with the University of Wisconsin Center for Professional and Executive Development (CPED) to host our 1st Regional Ultimate Culture Conference. The following seven “ultimate culture insights” made an impact with the passionate audience of culture experts and change agents.

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#1 Reason for Culture Change Success

By Donna Brighton

Successful culture change is a leadership commitment, not a project. Leadership is about action—behaving in new ways that set an example. Commitment is needed because employees look to the leaders to see whether their behaviors align with their words.

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We are experiencing a historic shift in how people view the importance of culture and culture change. As a result, most CEOs and other top leaders will be expected to understand and deal with culture challenges proactively, or they will be considered both financially and morally negligent. Yes, financially and morally negligent. We are seeing top leaders held accountable for their own behavior and for unacceptable behavior deep in their organizations at a level we have never witnessed before. This is driven by a much greater culture shift in society—and it is long overdue.

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“Bad Behavior” at the Top?

By Janet Szumal, Ph.D.

Bad behavior at the top is apparently “in.” The New York TimesWall Street Journal, and the Atlantic, just to name a few, have all recently published articles highlighting the short-term, self-serving, aggressive behavior of esteemed as well as not so widely-respected top leaders1. Is something fundamentally or inherently wrong, deficient, or even derelict about the people who hold top positions in certain organizations? Or is the ever spreading “leadership crisis” really just a function of how leaders are selected, developed and rewarded? We take the position that it is the latter.

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