Photography, Perspective and Corporate Culture

 

Leica

Photography has come a long way since I got my first camera in the 1960’s.  It was a Leica SLR with a normal lens and a telephoto, which I took with me to Beirut, Lebanon during my Junior year of college as an exchange student. I took hundreds of pictures, most of which didn’t come out that well, but I still had to develop the film and print contact sheets to find the good ones. At that time there was no fish eye lens or panoramic shooting and setting the exposure and focus were mostly manual activities. And it was heavy. And I certainly couldn’t take it under water on my diving trips without extra housing protection.  But at that time it was the best way for me to record the world around me and bring it home so others could hopefully understand my life-changing experience in Lebanon.

iphone-photo-kitNow days, photography has been revolutionized, first by digital and then by the iPhone. With an iPhone 7s a person can take hundreds of photos, see the results instantly on the screen, discard the bad ones, send them around the world to friends via Messenger or email, and even colour correct them. All within the same small, compact, light smartphone.  And there is even an ability to take panorama shots and video with the iPhone. Some creative types are shooting movies with just an iPhone. Plus it has an internal zoom capability.  And there are inexpensive clip on lenses for real telephoto picture-taking. Best of all, I can shoot underwater!

Comparing my old printed photographs with these new digital pictures gives one an entirely different perspective of the world. You can see more, capture more, save more and share more of the world around you.  And as a result, perhaps even better understand the world and your surroundings.

Apollo-17And remember those first photographs of earth from space? In December 1972, the crew of Apollo 17 took the first ‘Blue Marble’ image of the entire planet Earth and we gained a new perspective about the fragility of the planet we all live on.  Our planet is one big closed system and changes in one part can have a profound impact on other parts.

A New Perspective on Corporate Culture

In my recent book, CULTURE RULES! The 10 Core Principles of Corporate Culture, I look at corporate culture from a different, wide-angle, all encompassing perspective, using new tools to really understand what shapes, drives, and sustains the habitual work behaviors and attitudes that most people think of as corporate culture.  Just thinking of corporate culture as behaviors is like trying to photograph a broad landscape through a straw!  You only see a narrow aspect of the entire scene.  Behaviors are only one part of corporate culture, the output, or results of what I term, the “corporate culture business system”.

The system is the culture.

By taking on the perspective and understanding that corporate culture is really a business system and an end-to-end value chain, not only can we see the outputs (=behaviors), but also the inputs and drivers that interact within that system to create your specific and unique corporate culture. All cultures have similar drivers, but how they are woven together, their relative strengths, and how they interact means that each company has a different corporate culture, unique to it.

While two companies may be described as having a culture of poor teamwork, there is not enough information in this assessment for management to either reshape or change that set of behaviours.  But if we look at all the internal drivers, such as compensation, hiring practices, shared objectives, budgeting processes, reward systems and the focus of top management, it is now much easier to understand why there is poor teamwork, but more importantly, what drives those behaviours. And now we know the levers that need to be changed in order to produce a different set of behavioral outcomes.

Change the system, change the culture.

What are some of these “culture drivers” within the corporate culture business system?  Here are some of the key drivers of corporate culture and their relative impact on building and sustaining a company culture.  And you might be surprised by the relative strengths and which elements are the stronger drivers of culture.

Culture drivers

Learn More About Your Corporate Culture

If you want to better understand your own corporate culture, and find the important levers for change, take a look at CULTURE RULES!, now available on Amazon in paperback and eBook format.

culture rules book pictureThis wonderful book will transform our understanding of corporate culture. Seeing culture as a business system, and the 10 Core Principles that govern culture, can help leaders at all levels develop a high-performance organization. Finally, an approach to corporate culture that makes a compelling business case!

~ Stephen M. R. Covey, New York Times bestselling author of The Speed of Trust.

 

 

Written and Posted by: John R. Childress

Senior Executive Advisor on Leadership, Culture and Strategy Execution Issues,
Business Author and Advisor to CEOs
Visiting Professor, IE Business School, Madrid

e: john@johnrchildress.com
Twitter @bizjrchildress

Read John’s blog,

On Amazon:

CULTURE RULES!: The 10 Core Principles of Corporate Culture

LEVERAGE: The CEO’s Guide to Corporate Culture

FASTBREAK: The CEO’s Guide to Strategy Execution

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Spider Webs and Corporate Culture

spiderweb

My little garden in London has a large number of spider webs that seem to be doing an excellent job of catching flies and mosquitos. In that sense, I don’t mind.  But when I pass through the garden in the early morning on my way to my office at the back, I frequently get a web in the face and spend the next few minutes extracting myself. They are definitely sticky.

When I have time, I enjoy just staring at these marvellous webs and their complex construction, so precise as to be the work of an engineering genius. So strong and delicate at the same time.  And when I really pay attention I notice that there are different types of threads. Most of the silk threads make up the interior network, each connected to the other to form the web network. And more often than not the spider sits at the very center of the web, each of its eight legs resting on one of the major sections of the web, which I assume allows it to detect which area of the web has a trapped and struggling moth or fly.  At which point the spider moves in for the kill, wrapping it in a cocoon of silk, thus storing the food supply for later snacks.

However, there are slightly thicker threads of silk that anchor the web to bushes or the iron railing around my garden.  These support the web structure, much like the support cables on a suspension bridge. Without these the web could not maintain its broad, wide and open shape.  These anchor threads are obviously critical to the entire support of the web.

And now to corporate culture:

“Systems are the essential building blocks of every successful business.” ~Ron Carroll

Culture rulesIn my latest book; CULTURE RULES!: The 10 Core Principles of Corporate Culture, I show that corporate culture is more than just behaviours, and “how we do things around here”.  The visible behaviours most academics and consultants think of as culture, are actually the outcomes, or end result, of what I call the “corporate culture business system“.  This is analogous to any end-to-end business system, such as a supply chain, where there are multiple value drivers along the chain from supplier to finished product.

Behaviours don’t just happen randomly.  We behave in certain ways in response to certain stimuli, or “drivers”.  A perceived injustice triggers one set of behaviours while a perceived kindness another. In an organisation, collective or habitual behaviours, what some call culture, are the outcome of various drivers (policies and processes) in place in the organisation that induce certain behaviours.

For example, a corporate culture business system may have a particular compensation policy or bonus scheme that encourages risk taking. And sometimes extreme compensation potential drives extreme, and even excessively risky behaviours. Such was the case in many global banks between 2004-2007 when the housing market was inflating, mortgages and lending rates were extremely low, and people were eager to invest with borrowed money. A culture of greed and casino-like behaviour grew inside many large banks, with excessive compensation policies as the driver. The inevitable result was a focus on personal and company profits at the expense of clients and customers and the inevitable global financial crisis that began in 2007.

There are many culture drivers in a typical corporate culture business system. But not all have the same strength.  And the internal strength of these drivers produce a specific collection of employee behaviours, or the visible culture.

This chart, from my book, CULTURE RULES!, shows the relative strengths of various culture drivers. You might be surprised to find Peer Pressure at the top of the list, but it is actually one of the strongest drivers of shared habits and collective employee behaviours, what we see as corporate culture.

Screen Shot 2017-08-22 at 14.38.50

Change the drivers, change the culture

Back to the Spider Web analogy:

Strong culture drivers such as Peer Pressure, Company Policies, National Cultures, and CEO behaviour are akin to the support threads of a spider web.  They hold the web together and the strongest culture drivers tend to determine the type of corporate culture. Stop and think about your particular corporate culture.  What behaviours stand out?  Then look at what elements of the organisation might be promoting these behaviours.  Many company policies and internal business practices may actually be driving unwanted behaviours that are out of alignment with your espoused company values.

Want to know how to reshape culture?  Look at the policies, business processes, leadership behaviours, hiring practices,  compensation and frequently told hero or bum stories and you will probably find the real drivers of employee behaviour.  Remember, culture is a business system.

A bad system will defeat a good employee every time. ~W. Edwards Deming

Written and Posted by: John R. Childress

Senior Executive Advisor on Leadership, Culture and Strategy Execution Issues,
Business Author and Advisor to CEOs
Visiting Professor, IE Business School, Madrid

e: john@johnrchildress.com
Twitter @bizjrchildress

Read John’s blog,

On Amazon:

CULTURE RULES!: The 10 Core Principles of Corporate Culture

LEVERAGE: The CEO’s Guide to Corporate Culture

FASTBREAK: The CEO’s Guide to Strategy Execution

 

 

 

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Corporate Culture Myths

Myths

The great enemy of the truth is very often not the lie, deliberate, contrived and dishonest, but the myth, persistent, persuasive and unrealistic. ~ John F. Kennedy

Corporate culture is one of those business issues that is difficult to define and certainly more difficult to manage than a supply chain or even the business brand. And yet corporate culture is one of the most talked about topics. I recently spoke with a senior investment manager who had just returned from a financial conference in Brazil and he was floored by the number of times corporate culture came up during investment presentations!

Anything popular is also subject to exaggeration, misinformation and just plain myths. Corporate culture is no exception. Below are what I believe to be the most pervasive myths relating to corporate culture.

Myth: There is an overall corporate culture

There is no single, overriding central corporate culture.  Most organisations are a collection of subcultures of various strengths and characteristics. Subcultures are formed around informal leaders who are highly trusted and respected by employees. These individuals have a great deal of influence about how things get done, employee beliefs about the company and management, and how to survive and keep your job. In many organisations, these subcultures have informal groundrules that determine employee beliefs and work behaviours.

In one sense, subcultures are a natural part of any organization. Subcultures can be defined as “groups of organizational members who interact regularly with each other, identify themselves as a distinct group within that organization, share the same problems, and take action on the basis of a common way of thinking that is unique to the group”. 

If leadership ignores the management of corporate culture, the need for belonging to a group interested in more than quarterly profits draws employees to form tightly knit subcultures. Usually led by an employee that the group trusts and respects, the human need for belonging and being accepted into a group makes these subcultures remarkably strong. When they are aligned with the overall company strategy and ways of working, subcultures provide a direct connection between company strategy and daily work activities. When subcultures form that are out of alignment with the overall values and business strategies, they can be a considerable barrier to strategy execution and a major blockage to change initiatives.

subcultures

Myth:  Large or multi-national companies cannot manage culture effectively

Corporate culture is a leadership force-multiplier!

Managing a large or multi-national company is hard, period.  The diversity of people and national cultures, combined with the time zone distances and language differences make the role of senior management extremely complex.  In that situation, we see culture as a “leadership force-multiplier” in that a high-performance culture creates alignment among people and helps keep things on track and focused.

Consider Wal-Mart, with 8,970 global locations, revenues of $470 billion and 2.2 million employees, which has a very strong and high performance culture that was built by the founder, Sam Walton, and kept alive by successive leaders.  In his book, The Wal-Mart Way, Don Soderquist, former Senior Vice-Chairman states: “The Wal-Mart Way is not about stores, clubs, distribution centers, trucks or computers.  These tangible assets are all crucial ingredients in the company’s business plan, but the real story of success is about people; how Wal-Mart treats its employees and its customers.”

Another large, global company that uses culture as a means of providing consistent customer service and employee engagement around the world is Yum! Brands, owners of Kentucky Fried Chicken, Pizza Hut and Taco Bell.

Yum! Brands, headquartered in Louisville, Kentucky, does business in 117 countries with 1.4 million employees and more than 70% of its profits originating outside the United States. Over 12% of its 37,000 restaurants are located in China alone. Yum! posted an annual EPS growth rate of at least 13% between 2002 and 2012 during its accelerated global expansion.

When we first started our company, the single highest priority I had was to create a global culture where we can galvanize around the behaviors that we know will drive results in our industry. ~David Knovak

The leaders of Yum! Brands realized that the behaviors for success at store level were the same across all its brands and were based on the fact that employees want to work in a culture where they can add value to the customer on a daily basis and not be micro-managed or hemmed in by rigid processes and company policies. Yum! calls it “Customer Mania” and the culture revolves around employee recognition and peer celebrations. Store managers make recognition fun and engaging with awards like the famous rubber chicken, cheese heads and giant taco sauce packets. They even have a management award of an oversized set of walking teeth for those who “Walk the Talk”. And these basic human elements of recognition, peer learning, team support and adding value to the customer experience translate well across multiple cultures. And at Yum! the CEO, David Knovak designed and taught internal management workshops titled “Taking People with You”.

The Yum! brands phenomenal growth in China, where they opened 656 new restaurants in 2011 alone is a good example of building a global corporate culture. The key to building a global corporate culture is to identify a few basic core human behaviors that help employees grow, develop skills and receive peer and customer recognition, and then for each global region, understand the regional customer base and customer preferences. Yum! has taken Western brands like KFC and Pizza Hut with products like Original Recipe chicken and Pan Pizza and made them relevant for the Chinese consumer by extending menus with innovative products to fit local taste preferences.

Cross-cultural competence is at the crux of a sustainable competitive advantage in a global marketplace.

(Learn more about corporate culture in CULTURE RULES! The 10 Core Principles of Corporate Culture, available on Amazon in early October, 2017.  Download a free summary copy of CULTURE RULES!

Culture rules

Written and Posted by: John R. Childress

Senior Executive Advisor on Leadership, Culture and Strategy Execution Issues,
Business Author and Advisor to CEOs
Visiting Professor, IE Business School, Madrid

e: john@johnrchildress.com
Twitter @bizjrchildress

Read John’s blog,

On Amazon: LEVERAGE: The CEO’s Guide to Corporate Culture

Read  The Economist review of LEVERAGE
Also on Amazon:   FASTBREAK: The CEO’s Guide to Strategy Execution

 

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Real Leadership Development is . . .

famous-leaders

Leadership and learning are indispensable from each other. ~ John F. Kennedy

Whether developed and delivered by world-renowned business professors at famous universities, or designed and conducted by company L&D specialists, most leadership development courses, workshops and programs don’t work!  They don’t create leaders. At best they deliver interesting information and data. Just because you have new stories and information about leadership doesn’t make you a better leader.

Leadership is about leading. It\s about you doing what needs to be done, when it needs to be done. It\s not about knowing what others have done.

Effective leadership has more to do with character and courage than IQ or business degrees.

As you can tell, I am not a great fan on leadership development programs in general.  After all, one important ingredient to real leadership is almost always absent from these courses: Courage.  The courage to take a stand. The courage to go against the tide of majority opinion when it is wrong.  The courage to risk failure to bring a new product or service to market quickly. The courage to confront poor behaviors and poor attitudes at any level of the organization. The courage to protect those being bullied by ineffective managers or supervisors.

Malala Yousafzai Opens Birmingham LibraryI take note that courageous leaders like Abraham Lincoln, Martin Luther King, Nelson Mandela, Mother Teresa, Gandhi, Steve Jobs and Malala didn’t attend a leadership development course, yet in the eyes of most would be considered true leaders in their field.

 

Leadership development is critically important and the world is crying out for more leaders. So, is there a way to develop real leadership?

I think there is.  A few companies havCulture rulese the right approach.  What I call “real world, experiential learning”.  Let me give you an example.  One that I use in my new book, Culture Rules! The 10 Core Principles of Corporate Culture and how to use them to create greater business success (available in paperback from Amazon in mid-October, 2017).

General Electric is highly regarded for turning out exceptional business leaders. GE’s internal leadership development process began in 1910 and today is a 5-year application only course, and of the 200 who enter the program each year, only 2% make it to the C-Suite level within GE. Many go on to leadership roles in other companies, like Larry Bossidy, former GE executive recruited to run Allied-Signal.

 The program is short on classroom training and long on field experience. The official name of the program is Corporate Audit Staff, an unlikely sounding name for a leadership development program. Participants, however, have nicknamed it the Green Beret program for its rigor and high drop-out rate.

Much of the GE internal leadership development process consists of a series of 4-month projects and assignments in various GE businesses around the world working alongside established senior executives, during which upcoming leaders receive continuous feedback and honest critiques.

Putting people outside their comfort zone quickly weeds out those without a hunger for new ideas and learning. Likewise, classroom training revolves around current case studies of situations within GE companies, and follows the “GE Playbook”, which mandates taking decisive actions, slashing costs dispassionately, streamlining operations, bolstering product development efforts, imposing financial discipline, developing teams and instituting some form of continuous process improvement such as Six Sigma training. Internal leadership development began at GE long before Jack Welch became CEO and is the outcome of a strong corporate culture where discipline, process innovation, facts and people are seen as the cornerstones for business growth and sustainability.

Why don’t more companies develop strong internal leadership development programs? In a corporate culture system dominated by the drivers of cost control, functional budgets and beliefs about the importance of products and technology over people as the real business drivers, leadership development is rarely a high priority. Corporate culture determines much of how companies do things, and in this case, how they develop leaders, or not!

The growth and development of people is the highest calling of leadership.          ~Harvey S. Firestone

Written and Posted by: John R. Childress

Senior Executive Advisor on Leadership, Culture and Strategy Execution Issues,
Business Author and Advisor to CEOs
Visiting Professor, IE Business School, Madrid

e: john@johnrchildress.com
Twitter @bizjrchildress

Read John’s blog,

On Amazon: LEVERAGE: The CEO’s Guide to Corporate Culture

Read  The Economist review of LEVERAGE
Also on Amazon:   FASTBREAK: The CEO’s Guide to Strategy Execution

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CULTURE RULES ! : A Revolutionary Insight about Corporate Culture

Culture rules

New Book by John R Childress coming in October, 2017.   Some advanced praise:

“This wonderful book will transform our understanding of corporate culture.  Seeing culture as a business system, and the 10 Core Principles that govern culture, can help leaders at all levels develop a high-performance organization.  Finally, an approach to corporate culture that makes a compelling business case!”
  ~ Stephen M. R. Covey, The New York Times bestselling author of The Speed of Trust, and coauthor of Smart Trust

Click on the book photo to learn more and download a free summary booklet.

Newton and the Apple

As legend goes, Isaac Newton was sitting under a tree deep in mathematical thought when an apple fell down and hit him on the head. That simple physical action, combined with his long pondering of mathematical problems, somehow helped him formulate the theory of universal gravitation and the orbits of planets.

Whether the actual event happened is highly suspect, but the fact is, Newton had been pondering the question of how gravity works for several years. His subconscious was primed to make a breakthrough and the apple might have been the igniting event.  The same is true for Charles Darwin.  It wasn’t a single event that helped him come up with his theory of evolution, but two decades of reviewing his observations, notes and experiences following his travels in the Galapagos Islands.

Perplexed and Vexed:

I too have been bothered and perplexed by things that just don’t add up.  For me, my challenge is to understand how businesses and other organizations work and why some produce stunning results and keep doing so, while others, with equally good products and financial backing, work hard only to deliver mediocre results.

For the past 35 plus years I have been consulting, speaking, writing and coaching business leaders, executive teams and Boards on the importance of corporate culture and its impact on business results, employee engagement and customer loyalty. I have designed dozens upon dozens of senior team culture change events, developed approaches for sustainable business turnarounds using culture change as the main lever, and coached multiple new CEOs on how to quickly understand the cultural strengths and weaknesses of the company they were coming in to lead.

But something was always missing. The workshops were great, leaders began to change their behaviors, culture change road maps were developed, KPI’s for culture change were developed and refined, and in many cases, the culture shifted, for a while.  But there was always this seemingly “invisible hand of culture” dragging things back, keeping the new culture and behaviors from being fully imbedded and becoming the new normal.

When you are lost and all else fails, go back to the beginning!

So, I sat down and started rummaging through my bookshelf for some of the old business books I remember reading a long time ago.  Two books caught my eye.  One by W. Edwards Deming, Out of the Crisis, published in 1986, and the other by James Allen, As a Man Thinketh, originally published in 1903.  Both these books had a profound impact on me when I first discovered them early in my business career, but like many things in our busy lives, their messages had gotten lost in all the data and social media assaulting us these days.

Insight!

What hit me the most are two profound truths from these two books.  Deming looked at business performance as a whole, and not as a series of discrete parts, like operations, manufacturing, marketings, human resources, etc. To Deming, poor performance was a system problem, not a people or equipment problem. And a particular quote of his reverberated around my brain for weeks:

A bad system will defeat a good employee every time.

A light bulb went on for me.  Maybe culture was a business systems issue, and not an HR issue.

And then after rereading As a Man Thinketh, this quote

You are what you think about and  To think is to create,

reminded me that corporate culture works on human logic and human principles, not business principles!

Suddenly, I had an “apple on the head” moment.  Corporate culture is a business system composed of multiple drivers, many of them disguised as business policies and processes, combined with two other powerful culture drivers,  peer pressure and shared beliefs.  All the multiple elements of the corporate culture system combine in unique ways to determine  company culture.  And some culture drivers are stronger than others.

So, with this insight and dozens of culture  consulting assignments under my belt over the past few years, I sat down and put these thoughts together in a new book, CULTURE RULES! The 10 Core Principles of Corporate Culture. We are just finishing the editing and formatting and the book should be available on Amazon, both as a paperback and in eBook format, sometime in October, 2017.

In the meantime, I have put together a PDF summary booklet of the key concepts, particularly the 10 Core Principles, that is available for download from my website: www.johnrchildress.com.

Yes, Culture Rules! And Culture has Rules.

Written and Posted by: John R. Childress

Senior Executive Advisor on Leadership, Culture and Strategy Execution Issues,
Business Author and Advisor to CEOs
Visiting Professor, IE Business School, Madrid

e: john@johnrchildress.com
Twitter @bizjrchildress

Read John’s blog,

On Amazon: LEVERAGE: The CEO’s Guide to Corporate Culture

Read  The Economist review of LEVERAGE
Also on Amazon:   FASTBREAK: The CEO’s Guide to Strategy Execution

 

 

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Develop Character First, Leadership Will Follow

Character_Building

Character cannot be developed in ease and quiet. Only through experience of trial and suffering can the soul be strengthened, ambition inspired, and success achieved.  ~Helen Keller

In the middle of the second World War, Britain was facing a shortage of young officers. The task of developing young military leaders fell to Lord Rowallan, a Lt. Col. who was then Commandant of the Highland Fieldcraft Training Centre (HFTC) in 1943/44. The HFTC was set up by the Adjutant General in 1943 for the purpose of developing leadership qualities in servicemen who had been graded “NY” (Not Yet) by the War Office Selection Boards (WOSBs) looking for potential officers.

rowallanLord Rowallan had a strong belief that if you first develop character, military leadership skills would follow. So he put together a 10 week “Outward Bound” type of training in the Scottish Highlands. The training at the HFTC was highly successful in developing character and leadership qualities in the cadets, and the pass rate at the end of each 10-week course in the Scottish Highlands was about 70%.

The Rowallan Company became the successor to the HFTC. The Rowallan Company was set up in 1977 in similar circumstances to address the high failure rate (70%) of officer cadets on the Regular passammoCommissions Board (RCB). The 11-week course was based on the training developed at the HFTC in 1943/44 by Lord Rowallan, who was consulted about the establishment of the Company. Since 1977, 53 courses were completed and of the 2,900 cadets who started the courses, 65% were successful. Of the successful Rowallan cadets, 92% were successful on the subsequent Commissioning Course and many of these reached high ranks in the service. A successful innovation was to admit women officer cadets to the Rowallan Company courses as well as men.

Sadly the Rowallan Company was disbanded for financial reasons in 2002 but has been resurrected in a new course taught at Sandhurst called the Development Course.

What I find fascinating about this program is that it was a 10 week ‘non-military’ course designed to develop character, not military skills. Each participant took a turn at being the leader of one or more outdoor problem solving challenges and was then graded on their effectiveness by an observing officer and by their peers. The 10 week training was filled with many such exercises interspersed with lectures on the “character of successful leadership”.

I had a chance to speak with one of the former Commandants of Sandhurst a while agosandhurst and he had glowing things to say about the young cadets who had been through the Rowallan program prior to entering Sandhurst. Remember these were the rejects, the Not-Yet Ready to be accepted. He said he would always look hard at the “Rowallan chaps” when looking for a Cadet to head up special tasks.

So let’s fast forward to today. A few years ago I had an interesting meeting with two of the heads of the MIT Engineering Leadership Program. As you probably know, mentorship_mit_gel_logoMIT (the Massachusetts Institute of Technology) is one of the elite global engineering and technology higher education schools. A major benefactor, Bernard M. Gordon, gave an endowment to “develop more leaders” among engineers, believing strongly that the skills of engineering coupled with the skills of leadership would greatly benefit business and mankind.

In developing their Gordon Engineering Leadership (GEL) curriculum, the faculty and advisors relied heavily on the principle of “character building through experiential learning” by having Leadership Labs every Friday where the students solve challenging situations and are then reviewed and critiqued by the advisors. In it’s fourth year now the MIT Engineering Leadership program is worth watching as an example of building more leaders. If you are curious, check out http://web.MIT.edu/gordonelp.

Thanks for joining the conversation

Written and Posted by: John R. Childress

Senior Executive Advisor on Leadership, Culture and Strategy Execution Issues,
Business Author and Advisor to CEOs
Visiting Professor, IE Business School, Madrid

e: john@johnrchildress.com
Twitter @bizjrchildress

Read John’s blog,

On Amazon: LEVERAGE: The CEO’s Guide to Corporate Culture

Read  The Economist review of LEVERAGE
Also on Amazon:   FASTBREAK: The CEO’s Guide to Strategy Execution

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I don’t multi-task well

Multi-tasking is merely the opportunity to screw up more than one thing at a time. ~Gary W. Keller

You may have noticed  I haven’t posted a blog in several weeks. (At least I hope you noticed.).  The reason is simple, I am currently writing a new book and it pretty much consumes all my limited brain power.  To be honest, after 5-6 hours of research and writing, I am exhausted.  Plus I have a deadline of the end of August for publication.

So, not too many blog postings between now and then.

However, the good news is, it’s shaping up to be an important book on the topic of corporate culture and business performance. Below you will find a draft of the book cover and over the next few weeks I will be posting a few chapter excerpts.

Culture rules

That’s all for now.  Back to writing and watch this space for coming chapter excerpts.

Written and Posted by: John R. Childress

Senior Executive Advisor on Leadership, Culture and Strategy Execution Issues,
Business Author and Advisor to CEOs
Visiting Professor, IE Business School, Madrid

e: john@johnrchildress.com
Twitter @bizjrchildress

Read John’s blog,

On Amazon: LEVERAGE: The CEO’s Guide to Corporate Culture

Read  The Economist review of LEVERAGE
Also on Amazon:   FASTBREAK: The CEO’s Guide to Strategy Execution

 

 

Posted in consulting, corporate culture, John R Childress, John's views on the world, leadership, Organization Behavior, strategy execution, Uncategorized | Tagged , , , , , | Leave a comment