A company’s culture is the byproduct of the collective actions, behaviors, and decision-making of its employees. And employees’ actions, behaviors, and decisions are informed by the organization’s guiding statements and core values. To sustain a desired culture, even as employee turnover introduces a constant stream of new faces, it’s imperative
Most sophisticated organizations have articulated a corporate mission, vision, or purpose statement and a set of core values. If you work for yourself or for a smaller company that has yet to contemplate its why and the root beliefs that guide employee behavior, then start there. Once these have been
Earlier this year, at a live management training event for a sophisticated multi-billion-dollar global company, I posed the following instructions in succession: “Raise your hand if you consider yourself to be a purpose-driven leader.” “Now, raise your hand if you consider yourself to be a values-driven leader.” As you can
A recent Gartner study revealed 52 percent of employees surveyed agreed or strongly agreed with the statement: “The pandemic has made me question the purpose of my day-to-day job.” According to Gartner, “The era of the employment contract, when a worker provided services purely in exchange for monetary compensation, is
Are you an includer? Do you seek input from others when decisions need to be made? Do you foster a work culture that encourages group participation and consensus? I agree that when employees feel included, it benefits the quality of their work, level of engagement, and commitment to the organization.
Recently, I was a guest on a podcast with Wanda Wallace. She posed some great questions, including one about how to connect every job role, including support roles that operate behind the scenes, to the organization’s purpose. In reflecting on the question, I am reminded of three priorities: Relevance trumps
For decades, leadership luminaries such as Abraham Zaleznik and John Kotter have examined the differences between managers and leaders. Managers were labeled with terms like “order” and “consistency,” while leaders were celebrated with terms like “visionary” and “inspirational.” When the lists isolating the differences appeared side-by-side, the contrast communicated that
This is the final article in a 4-article series that explores each of the Four Questions leaders must ask to reveal the total job role to employees, connect daily work activities to organizational purpose, and inspire the collective pursuit of a common aspirational goal. The act of contemplating and responding
This is the third article in a 4-article series that explores each of the Four Questions leaders must ask to reveal the total job role to employees, connect daily work activities to organizational purpose, and inspire the collective pursuit of a common aspirational goal. The act of contemplating and responding
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