Posts

Give Rules, Not Orders

In Intent-Based Leadership organizations we try to refrain from giving a bunch of orders. We still have rules or structures. For example, we might say, “Look, we are going to have metrics and you can choose the metrics.” Or we might say, “We are going to have a plan, but you get to write the plan.”

Creating a One-Company Culture

When in 1962 President Kennedy asked a janitor at NASA “What are you doing?” and the janitor famously replied “Well, Mr. President, I’m helping put a man on the moon.” it exemplified the One-Company Culture concept – the originator of the strategy had engaged the whole organization through the power of good communication to own and live the strategy.

[Infographic] How Leaders Build Great Cultures

[Infographic] How Leaders Build Great Cultures

Click on this interesting infographic to see how leaders build great organisational cultures.

The Impact Of Visible Values on Organization Culture

Does it help to post scripture verses or virtuous quotes in a person’s cubicle or at the bottom of e-mails? Several studies, quoted below, explored that issue. The results of these studies have some food for thought in actions necessary to build healthy organizational cultures.

That new kind of leadership

We come across leaders in our everyday life. Donald Trump is a leader? Sure. Hillary Clinton? Of Course! Richard Branson? Without a doubt. Nonetheless, they are all fundamentally different people, and even more, different leaders.

 

The Science Behind How Leaders Connect with Their Teams

Research shows that in leaderless groups, leaders emerge by quickly synchronizing their brain waves with followers through high quality conversations.

Tone in the Trenches

Is leadership solely responsible for tone? Shouldn’t everyone have the proper tone when it comes to compliance and ethics?

Leadership Development Yesterday and Today

Decades ago, formal training and development models, exemplified at the time by those at IBM, GE and Unilever, thrived and produced outstanding leaders who ran highly successful businesses. These organizations hired hundreds of graduates a year, who were rotated through different jobs, functions and geographies and sent through executive training. Twenty-five years later, if all went well, some portion of them became senior executives.

Much has changed since the heyday of programs like those, which, of course, have evolved over time.

 

Compliance Culture Building Block #7: Engage leadership

Active support and leadership from management for ethical business practices is crucial for embedding compliance in company culture and policy. This article discusses the importance of engaging leadership to ensure that you have an effective compliance programme.