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“Over time, excessive focus on innovation and speed at the expense of the people that are supposed to make it all happen has a way of catching up to us.” According to Inc.’s Adam Fridman, “Longevity comes when you put people and relationships first: relationships between man and machine, between workers and managers, and between the company and the rest of the marketplace.”
“How you operate on the inside should be inextricably linked with how you want to be perceived on the outside,” writes Denise Lee Yohn in Harvard Business Review. “When your brand and culture are aligned and integrated, you increase operational efficiency, accuracy, and quality; you improve your ability to compete for talent and customer loyalty with intangibles that can’t be copied; and you move your organization closer to its vision.”
In this brief video from Inc., bestselling author Simon Sinek explains why leadership isn’t a rank you achieve, but a skill you need to practice for the rest of your life.
“Building community doesn’t come from a to do list, and it’s not a system or process to implement. It’s a leadership mindset,” writes Marcel Schwantes in Inc. “It’s having leaders in place who have a level of faith to say, ‘I’m going to foster the environment for such a culture of caring to develop,’ and by example, others catch on, and it spreads outwardly.”
“Before this study, like many other organizations, Google Execs believed that building the best teams meant compiling the best people,” writes Michael Schneider in Inc. “It makes sense. The best engineer plus an MBA, throw in a PhD, and there you have it. The perfect team, right? In the words of Julia Rozovsky, Google’s people analytics manager, ‘We were dead wrong.'”
“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.”
“Experts sounded a consistent theme about how to align personal values and organizational values,” says Adam Fridman in Inc. “Most organizations are thinking about it as needing to align people to what the organization values. But perhaps that equation is wrong. The reason so many people don’t change their behavior, is that we’re focusing on the wrong values. Workers may show up for a paycheck, but their behavior is transformed when an organization aligns its values with those of their people.”
“Leaders who are wary of the ever-present risk of failure will often devote countless resources to planning out the perfect change management initiative,” suggests Forbes’ Ron Carucci. “To raise the odds of success, however, my experience suggests the place leaders need to begin their transformation efforts is not within their organizations, but within themselves.”