Thank you for another awesome article. I particularly like your suggestion for small teams to improve micro-cultures by focusing on excellence, learning, communication, and connection.
Can we just stop using the word “culture”. It’s too often used to codify unconscious bias or as lazy shorthand when leadership doesn’t want to discuss the whys and the what’s as you have so wonderfully written. I would love to see full stop on the term in the work place.
I do not have a metric for ranking your Sunday newsletters but this one is the winner for "most shared" with the business leaders I still work with in my consulting practice. Culture is incredibly important and extremely elusive. The notion that a company might hire an outside firm to help them improve culture feels upside down to me. You can't coach empathy. The four "keys" presented here are observable and improvable and useful. - I've always held the opinion that great leaders and great managers are two very different things not often found in the same person. Steve Jobs and Ted Turner were outstanding leaders but they were not empathetic managers. Perhaps subconsciously, they both built very strong executive teams that included spectacular managers and that is how they achieved a strong (versus toxic) culture.
Thank you for another awesome article. I particularly like your suggestion for small teams to improve micro-cultures by focusing on excellence, learning, communication, and connection.
Can we just stop using the word “culture”. It’s too often used to codify unconscious bias or as lazy shorthand when leadership doesn’t want to discuss the whys and the what’s as you have so wonderfully written. I would love to see full stop on the term in the work place.
I do not have a metric for ranking your Sunday newsletters but this one is the winner for "most shared" with the business leaders I still work with in my consulting practice. Culture is incredibly important and extremely elusive. The notion that a company might hire an outside firm to help them improve culture feels upside down to me. You can't coach empathy. The four "keys" presented here are observable and improvable and useful. - I've always held the opinion that great leaders and great managers are two very different things not often found in the same person. Steve Jobs and Ted Turner were outstanding leaders but they were not empathetic managers. Perhaps subconsciously, they both built very strong executive teams that included spectacular managers and that is how they achieved a strong (versus toxic) culture.