Time Change
The most indelible cultural change is led from the top. Where the leader lives, promotes, recognizes, and corrects in furtherance of the effort. In this episode we explore a small example that can be a model for all organization culture change.
Bob Muglia has led teams from as many as 10,000 to a small startup, often taking over teams in distress and returning them to success. But his focus has always been as much on how teams work as it is on what they do, in what he calls values-based leadership.
Changing an organizational culture is a heavy lift even if the issue is not especially thorny. The real question is who can make that change? In this episode we explore an example where a fairly small cultural change requires a clear sense of how to change.
When a solid team mixes with a clear vision and an outstanding culture, the resulting brew can be magical. Success that breeds more success, enough to break records. In this episode we explore the qualities necessary to create organizational harmonics.
David Sobeski has exercised his skill of a broad view with a detail focus at some of most customer-obsessed companies in the world including Disney and Nordstrom. All while remote working long before it was cool. This is my conversation with David Sobeski.
Do organizations bend and shape their cultures to match their target market? Or does the target market tend to favor organizations with cultures that match?
What makes up an organization’s culture? What effect does culture have on the output of the team? Does a culture bend to the market or does the market select winners based on their culture? The series on organizational culture begins with: Culture Club.
The series on communication wraps up with a look at cursing in the workplace. We explore my tendency to use expletives inappropriately as well as how cursing is indicative of organizational culture and the power of leaders. This time, "I Swear".
Donn Denman was an engineer at Apple in the very early years and is now at Google. In our conversation he shares what it was like working with Steve Jobs, what it’s like today at Google, and how vision and passion can change the world.
The series on communication continues with the best way to understand how your team and project are doing. There’s a wrong way and a right way to find out the answer to the question that keeps every leader up at night: “How’s it Going?”
The exploration into firing continues with a look at the low end. What is magical about the bottom ten percent? How does stack ranking cheat some people out of a good performance review? What exactly is poor performance? This is Bottom Feeder Redux.
Reprise of how a brutal performance review meeting ended with me getting a stapler hurled at my head. And how that lead to one of my most steadfast rules: in the workplace, no surprises.