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Building Cross-Cultural Relationships in a Global Workplace

Harvard Business

Most of us never consider how culture shapes our expectations and assumptions about relationship building. But research shows that our cultural upbringing influences how we form and maintain connections with others — often quite significantly. They may even discover they have more in common with their colleagues than they thought.

Culture 250
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5 Tactics to Combat a Culture of False Urgency at Work

Harvard Business

But they also foster a reactive culture. In this article, the author offers tips that will help you focus on what’s truly urgent in your organization and enable your team to deliver strong results and sustain high performance over time. The headwinds of false urgency can be intense.

Culture 254
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Retaining the Best of Your Culture Amid Organizational Change

Harvard Business

While leaders are often focused on how to transform their organizations — and, specifically, their cultures — an equally difficult challenge is keeping a culture steady. As companies go through big changes, they need to retain the best elements of their shared assumptions, values, and common behaviors.

Culture 253
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Leaders, Make Curiosity the Core of Your Organizational Culture

Harvard Business

Great corporate cultures are not just good for performance, but for the flourishing and engagement of the people who work in them and to deliver greater meaning and purpose. But oft overlooked is the central role that curiosity plays in crafting an organizational culture.

Culture 253
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4 Phrases That Build a Culture of Curiosity

Harvard Business

Curiosity is a powerful practice to infuse into a company’s culture. Curiosity is an exceptionally effective tool that leaders have to lead diverse teams in an increasingly complex time filled with technological advancements and an ever-changing cultural pulse. But they need to do so intentionally.

Culture 254
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How Leaders Can Create a Purpose-Driven Culture

Harvard Business

The success of this integration largely hinges on organizational culture. Crucially, recognizing and rewarding behaviors that align with a company’s purpose, as seen with Patagonia and Unilever, solidifies this culture. Companies are increasingly emphasizing a corporate purpose beyond mere profitability.

Culture 254
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3 Ways to Build a Culture That Lets High Performers Thrive

Harvard Business

Many companies build cultures that are focused on controlling the output of low performers, rather than growing and unlocking everyone’s skills. This approach is low-ROI and ultimately problematic for high-performance cultures.

Culture 240