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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?”
“People trust you to lead them with competence and character even in the midst of crisis and hardship,” writes Doug Conant, author and former CEO of Campbell’s. “They’re depending on you to show up. Even when it’s really, really hard. That’s why it’s important to remember that no matter what tumult is thrown into your path by forces outside your control, there is always one thing you can absolutely control: your response to the situation. You always have a choice.”
“Edelman’s 2017 Trust Barometer, which surveyed more than 33,000 people in 28 countries, shows the largest-ever drop in trust in ‘the system,'” writes Eric McNulty in Strategy+Business. “The findings suggest we are in a situation where those who aspire to lead need to fundamentally rethink what they do and why they do it.”
“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.”
“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.
Rather than a big bang, asks Inc. contributor James Sudakow, “what if you strategically introduced very small change continuously? In other words, you make change in tiny increments that aren’t big enough to get people totally freaked out. In some cases, the tiny changes might not even be that noticeable. Over time, though, enough tiny changes combine to become a decent amount of change.”