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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.
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.
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.
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.
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.
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.
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.
Many of your consulting firm’s clients are prioritizing diversity in terms of thinking style, work style, age, cultural background and, of course, race and gender. Quick note: this article is not about DEI (Diversity, Equity … Continued. What about you and your consulting firm—should you increase your diversity too?
What comprises an organizational culture that makes Black employees feel welcomed and valued? According to research and in-depth interviews, two qualities stand out, particularly among Black workers in market-focused sectors: the ability to collaborate and the space to be open about race at work.
And while it holds the promise of transforming work and giving organizations a competitive advantage, realizing those benefits isn’t possible without a culture that embraces curiosity, failure, and learning. When paired with the capabilities of AI, this kind of culture will unlock a better future of work for everyone.
The authors suggests ways to show gratitude meaningfully and create a culture where your employees feel their work is seen, supported, and valued. Expressing gratitude early also makes employees more likely to persist through difficulty and bounce back and be resilient following failure.
In this article, we explore how cognitive biases, emotions, and social influences impact managerial decisions and offer strategies to enhance the decision-making process. By fostering a culture of openness, leaders can avoid groupthink and make more robust, well-informed decisions.
Common wisdom goes that the success or failure of an expatriate manager an employee sent to a new country to handle their companys initiatives there depends on their possession of certain personal traits, like cultural intelligence and adaptability.
What they increasingly want is what the research has always shown works: mentally healthier cultures. The authors break down what employees need and — increasingly expect — from their employers when it comes to mental health support and offer several strategies for leaders to foster sustainable, mentally healthy cultures.
The cultural shift toward greater mental health awareness has helped bring needed attention to psychological suffering, improve access to mental health resources, and reduce stigma. However, it may also be increasing the pathologization of ordinary life, leading people to think of themselves as mentally fragile and unwell.
It used to be thought that globalization would flatten out cultural differences among countries and regions of the world, making it easier than ever for companies to move into foreign markets.
This article discusses three measures that organizations can take to bring out the best in employees with this condition: modifying job features, training managers to support them, and promoting a culture of performance and compassion. Whether leaders know it or not, chances are their workforce contains people with bipolar disorder.
And by emphasizing fairness in policies, broad accessibility, inclusive cultures, and trust-based representation, organizations can better address the needs of all employees and create meaningful, lasting change.
All too often, leadership development programs don’t adequately account for the culture, norms, and system within which the leader is working. The author shares four strategies that Intuit has used to build a culture that reinforces, rather than inhibits, positive leader growth.
Leaders who are exploring how AI might fit into their business operations must not only navigate a vast and ever-changing landscape of tools, but they must also facilitate a significant cultural shift within their organizations. But research shows that leaders do not fully understand their employees’ use of, and readiness for, AI.
Leaders who listen well create company cultures where people feel heard, valued, and engaged. In addition, employees who experience high-quality listening report greater levels of job satisfaction and psychological safety.
Retaliation — in all its forms — not only harms current team members, but a culture that tolerates retaliation results in harm to the mission and the organization’s ability to deliver to its customers and stakeholders.
Read the article to learn more about this practice and its role in manufacturing, and explore recommendations that will drive MOM’s efficiency. Promote a Safety Culture. A strong safety culture is essential for protecting employees and maintaining uninterrupted production. and implementing advanced software solutions.
In this article, McKenna lays out some of those principles and offers advice to companies who want to make it possible for their employees to become expert learners.
A better approach might be: keep the selection criteria for identifying talent or potential relatively broad, dont try to select the best of the best and instead use other criteria such as diversity or cultural fit, involve experts early in the process, and create a community of winners that includes all finalists.
And they can feel especially daunting when you’re paired with strangers from different cultures, like when networking in a global business context. To help you more effectively master the art of small talk, we’ll present in this article a mindset for how to think about small talk and a series of behaviors for how to do small talk.
Family is one of the most important things in most people’s lives, across cultures and geographies. This article focuses on that body of research, and discusses how organizations that embrace family at work stand to benefit from attracting and retaining employees who are highly motivated and engaged.
Among them are the lack of a culture of trust, poor communications, ineffective feedback, and valuing IQ over EQ. This article covers how to encourage and build a culture where team members know how and when to escalate an issue — before it spirals out of control.
In this article, the author shares advice from two experts and offers seven questions to ask to help you make an informed decision and to help prevent future regrets: 1) What am I overlooking? 2) What’s the company culture really like? 3) What’s my prospective boss really like — and will we click both personally and professionally?
In this article, the author offers advice and recommendations from three experts. By doing so, you’ll help build a positive, inclusive team culture that tackles loneliness and helps everyone succeed together. Managers sometimes turn to team-building activities to build connections between colleagues.
But you can’t speak a speak-up culture into existence — doing so in the absence of true psychological safety is an abdication of leadership and an admission of failure. When employees at every level speak up, they circulate local knowledge, expand the universe of useful ideas, and prevent collective tunnel vision.
A culture of autonomy, belonging, and purpose comes from a shared vision, and right now, it’s fair to say that many companies and their employees are simply not seeing eye-to-eye. This article covers three steps organizations can take to turn that around.
In this article, the author unpacks the difficult emotions that accompany each phase and shows how people affected worked through them. Many mistakenly believe that, once they report a situation or incident, they’ll experience relief, but find they continue to feel and process the aftershocks of what happened even years later.
In an era where the boundary between work and personal life is increasingly blurred, navigating personal story sharing demands a nuanced approach. For workers, sharing the personal remains essential to their well-being and success, but requires an intentional and strategic approach.
This article covers five best practices that are intended to be a source of inspiration for catalyzing age-friendliness, engaging the multigenerational workforce, and activating age-inclusive cultures. How can employers align themselves with these new realities and unleash the potential of the multigenerational workforce?
In this article, the author describes the findings from her doctoral research on workplace belonging. Peers and coworkers were reported as the highest contributors to belonging, and organizational culture was reported as the top detractor. Women of color continue to be underrepresented in the tech industry.
[Note : Most people would break this into a few different articles but I want you to have all the info in one place. Remember that boutique firms are more likely to value specialty expertise and cultural fit than larger agencies do. It can be difficult for veterans, too! What makes you stand out?
In 2018, the secretary of defense directed the Navy to increase the number of available F/A-18s from 260 to 341 jets within one year. Here’s how they did it.
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