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“Leaders commonly try to influence their company culture with a lofty statement of purpose. But despite the time and money an organization pours into crafting its own special statement, the result is often vague and generic — it sounds like every other well-meaning company’s purpose statement.” Harvard Business Review’s Erika Keswin suggests that “one simple way around this is to highlight specific stories that illustrate the values leaders want to emphasize.”

Organizational leaders reported in a recent study that they “spend seventy-four percent of their time on strategy and twenty-six percent of their time on culture. But when asked, ‘Which has the most impact on our Business Results, culture or strategy?’ a whooping ninety-six percent of leaders said that culture has a greater impact.” Inc’s Mattson Newell asks, “If most leaders readily agree that company culture has a greater impact on achieving business results–or not achieving them–why do many leaders still spend more resources on strategy than on culture?”

“There are few questions in business more powerful than ‘What problem are you trying to solve?'” say Nelson Repenning, Don Kieffer, and Todd Astor in the MIT Sloan Management Review. “In our experience, leaders who can formulate clear problem statements get more done with less effort and move more rapidly than their less-focused counterparts.” Their article offers suggestions for improving your problem formulation skills, and introduces a simple method for solving those problems.

“The most important predictor of success in a group, as it turns out, is the amount — not the content — of social interaction,” suggests Greg Satell in Inc. “It doesn’t matter if they are discussing technical details or just idle chit chat, more talk drives productivity.”

“People have far greater potential than they often see in themselves,” writes Mark Crowley on Talent Culture. “Leaders who not only understand this, but seek out ways to draw it out, will be the ones who will rule the world.”

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