Tag Archives: Dilbert

The Greeks, Love and Employee Engagement

“What is the difference between like and love?”, the novice asked the Master.  The Master replied: “If you like a flower you pick it.  If you love a flower, you water and care for it daily.” Love is a broad … Continue reading

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What Savvy Leaders Know about Culture Change . . . that consultants don’t

Experience isn’t the best teacher, it’s the only teacher.                   ~ Albert Schweitzer I have worked alongside many CEOs and business executives, as well as numerous academics who spend their lives researching, … Continue reading

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Legacy Leadership

The basics of leadership effectiveness are still valid, even in the Facebook age! If you recall the Hollywood movie, Space Cowboys, you know the gist of the story is that an old Soviet satellite is on a course to crash-land … Continue reading

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Adam Smith and Corporate Culture

It is not from the benevolence of the butcher, the brewer, or the baker that we expect our dinner, but from their regard to their own interest. Adam Smith Adam Smith was a Scottish philosopher and a pioneer thinker in the area … Continue reading

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Corporate Culture is a collection of “cultural algorithms”

Our modern life is ruled by algorithms.  While almost all of them are invisible to you and I, we interact with them every day. Searching on Google involves an algorithm. The ATM machine uses algorithms. Credit card purchases use algorithms. … Continue reading

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Why Corporate Culture is Like Concrete

“They swore by concrete. They built for eternity.” ― Gunter Grass Concrete is the most widely used building material, by tonnage, in the world today. And it’s not a modern building material either. The first known use of concrete was some … Continue reading

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How Leaders Reshape Culture . . . It’s Not What You Think

One of the foundation “principles” of academics and consultants who research and advise on Corporate Culture is that senior leadership plays a very large role in shaping and changing corporate culture, mostly through articulating new “values” and then the leaders … Continue reading

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