When I remember all the years I spent convincing executives that culture wasn’t an idea propagated by consultants with an eye to their bottom line I have to laugh—otherwise I’d probably cry.
These days, culture is on the front page and front line of everybody’s’ mind, credited or blamed for company success and failure.
Take Goldman Sachs (please!) and its ‘culture of sharing’, which is good, except it doesn’t seem to extend to shareholders, and the coming bonuses are as obscene as always.
Google is a touchstone for any conversation about corporate culture. Inside The Mind Of Google is a multi-part, in-depth look …read more

Is your company fair? Are you fair to your people? Is fairness part of your MAP?
How often have you heard (or said), “That’s not fair!”
People more or less accept that life isn’t fair, but are more than likely to walk from a company or manager they perceive as being unfair.
What do people expect within the business world in terms of fairness?
The obvious is that they don’t want to be shafted a la Enron. But fairness refers to more than the obvious, most often to the company/manager doing what they said they would do, i.e., walking their talk.
Fairness is what people …read more

Post from Leadership Turn Image credit: lusi
This is the second in a series discussing whether Warren Bennis’ 13 differences between leaders and managers still holds in light of today’s modern workforce.
The manager maintains; the leader develops.
In today’s global economy the company that only maintains fails. And I think that applies to every part of a company—department, group, team. If the person in charge merely maintains, but doesn’t improve the parts and processes of the organization it will be passed by. Moreover, today’s workforce demands professional growth and challenge; the manger who doesn’t know how or spend the effort developing …read more