the ceo magazine, business culture
Steve Newhall, Managing Partner, Leadership & Talent Consulting, UK

Business leaders spend significant amounts of time designing and agreeing upon strategy but comparatively little time thinking about their culture.

In a 2014 Korn Ferry survey, while 72% of executives agreed that culture is extremely important to organizational performance, only 32% believed their own organization’s culture is aligned to its business strategies.

the ceo magazine, office culture,
Mike Figliuolo, Co-author of Lead Inside the Box: How Smart Leaders Guide Their Teams to Exceptional Results

“Steamroller” personalities can be caustic. They get results but at the expense of relationships and morale. Sometimes they’re outright aggressive and roll over people. Other times they’re passive aggressive and get results with no regard for the emotional or personal consequences of their behaviors. Regardless of how it manifests, these folks border on being office bullies who get results no matter the cost.

The self-help industry and the associated cult of positivity often leave us with an incomplete picture of the environment we find ourselves in. We end up seeing only opportunity without risk and end up relying on hope as a strategy.

But just as crucially, this partial view of reality robs us of the positive potential that negative influences can exert on us.

The story of the aging executive who suffers a heart attack only to turn their lives around and become a health enthusiast is almost cliché, and yet it’s an important reminder that bad news isn’t always bad for us.

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