Archive for culture SmartBlogs

Is your organization a great place to work?

To know for sure, you’d need information like the percentage of employees that are highly engaged and highly productive, information about the degree to which employees trust their bosses and peers, information about whether employees’ ideas and efforts are consistently validated, and information about how many talented, engaged employees leave your organization every month.[…] Continue Reading »

This is the second in a series of articles by Alaina Love that examine the evolution in leaderships thinking necessary for success in the next decade. Read the first article.

“No kicking, no biting, no scratching!” I admonished, as I watched six senior leaders (all men) duke it out during a three-day strategy session held in a secluded hotel conference room far from their corporate offices.[…] Continue Reading »

I recently had the opportunity to watch one of my favorite college basketball teams win their quarterfinal contest in the NIT.

What was so memorable about this game was that one of the team’s stars played even though he was sick. He contracted the flu before the game and was not expected to play. He went to the coach and told him that he would give his all, with the stipulation that when it became apparent that he could no longer compete, the coach would pull him from the game.[…] Continue Reading »

American Airlines’ merger with US Airways is not going well.

American Airlines’ pilots’ union notified CEO Doug Parker in a March 4 letter that the merger is going so badly that the airline’s former ‘toxic culture’ has returned.

In the letter, the pilots outlined how the airline has violated contract terms as well as federal regulations on crew scheduling, air operations, and labor relations.[…] Continue Reading »

What makes an organization sufficiently resilient to survive over a sustained period of time?

In 1983, Royal Dutch/Shell Group studied 27 companies that had survived more than 100 years, were still important in their industries, and continued to have strong corporate identities.

One key finding was that leaders of these organizations believed it was important to leave their organizations in as good as or better shape than when they became leaders.[…] Continue Reading »