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Tag Archives: Organizational culture
UK College of Policing published a report on police leadership culture. The report found that the top officer culture is problematic as it encourages bullying, sexual harassment, and a sense of entitlement to legal and illegal perks. The report describes … Continue reading
In any organisation, you have to discuss bad news but few people consider where it is discussed. How you discuss bad news will influence, if not determine, the success of your company. The issue is more than critical upwards communication … Continue reading
Most chief executives think that they can understand their organisation by what is going right. They look at performance indicators to see what is green, what is delivering the best results and what offers the most profits. For an individual, … Continue reading
Is quality or timeliness the key to FOIA success? If you work with freedom of information, you face an eternal debate: is it better to have a lower quality response on time or a complete response that is overdue. In … Continue reading
In an earlier post, I discussed the myth of the rogue employee. The post focused on how the term was used when an organisation wanted to scapegoat an employee. When that happened, I argued that the organisation used the term to … Continue reading
Peter Drucker allegedly said that culture eats strategy for breakfast. If strategy is for breakfast then your structure is for lunch. Culture will overcome any structural chart or any reorganisation. Companies fail because they believe that a restructure will change … Continue reading
You chafe under an organisational hierarchy seemingly focused on the wrong goals, or behaviour, or even potentially criminal activity, and you dream that you can change it through a bold personal act. For some, it will be a report to … Continue reading
An organisation’s policies and rules show the internal culture. If the documents are written to protect the organisation first and the employee second, you know there may be a flawed culture. The policies set the framework for rewards and punishments. … Continue reading
Perhaps the hardest thing to do at work (and in life) is to admit when someone is right, especially if you disagreed with them. In many books on management and learning organizations, we hear about the need to admit when … Continue reading
Harold Jarche has a challenging post about the future of management and the future of work at his site: Enterprise 2.0 and Social Business are Hollow Shells without Democracy. Are the future of work and the future of management inherently … Continue reading