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A Safety Culture Is For Everyone (February 2012) |
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Consider the following major events: the Costa Concordia shipwreck off the coast of Italy; the BP oil spill environmental disaster off the Gulf Coast; the recent events at Fukishima and the lack of coordinated efforts both before and after; the Exxon Valdez oil spill off the coast of Alaska; the nuclear disaster at Chernobyl; the loss of the Columbia and Challenger space shuttles; and the thousands of accidents that happen to people every day in the work environment.
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A Culture of Accountability (October 2011) |
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Organizations want to create a culture with high accountability. Yet most organizations and employees find that accountability eludes them. This article describes the type of cultures that drive accountability…and those that don’t. It then provides the four essential elements that will create a culture characterized by high accountability.Read More |
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What Really Drives Behavior (June 2010) |
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How do successful organizations create focused and consistent behavior? The short answer is measurement and culture. People behave as they believe they are expected to behave (culture), and they respond to the potential consequences (both positive and negative) of their behavior. Although the answer is simple, the reality of creating a consistent, aligned culture and measurement system is complex. Read More |
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The Values That Made America Great (July 2009) |
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Challenging times bring out both the best and worst behavior in people, organizations and societies. In the midst of our current crises – economic meltdowns, global unrest, terrorism, global warming, the need for energy independence and the national health care crisis – we all react both rationally and emotionally. Read More |
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Creating Organizational Trust (November 2009) |
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Creating trust in a work environment is essential for a healthy organizational culture. When individuals do not trust their leadership or each other they can become guarded, cautious and suspicious. Critical information is not shared, thoughts and feelings are not disclosed, and an environment is created that minimizes innovation and maximizes risk avoidance. The long term effects are low morale, reduced productivity and a negative impact on customer satisfaction and company profitability. Read More |
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Creating the Culture You Want…or Need (December 2008) |
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Culture drives behavior in organizations more than any other factor. Yet most organizations do not know how to create the culture they want. Leaders talk about – often complain about – their organizational culture. But changing it is another matter altogether. Read More |
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Culture Matters (September 2008) |
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What do customers value? Why do customers choose to do business with one organization over another? Customers want the highest value for their money. The dilemma is that customers define value in very different ways. Since no company can be all things to all people, every company has to think about and offer its own “value proposition” – knowing that its position will attract some types of customers and turn others away. Read More |
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Treat Traditions with a Dose of Skepticism (February 2005) |
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Traditions are special for all of us. Something becomes a tradition because it worked well, set a standard for the future, or we liked it so much that we kept it. Over time it becomes "the way." Traditions help us mark special events and celebrate occasions. They give us guidelines for how to act under certain circumstances... Read more |
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What To Do When Business Rules Change (December 2004) |
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We live in a world of ever-increasing change. Instant communications, global web connectivity, email, cell phones, and other tools have increased the pace of our lives dramatically. Despite these changes, we typically adjust to new circumstances without changing the basic way we conduct our business. We assume that the rules of our business have not fundamentally changed - we just have to "work smarter" to keep up... Read more |
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Help Your Company Work Smarter - Not Harder (April 2004) |
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Why is it that most companies make the same mistakes over and over again? One company is always late with deliveries. Another never gets the bills right. A third can't process an order correctly. It seems that every company has some things it does well, and other things it just can't get right. The fixes cost time, money and customer satisfaction... Read more |
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Putting Trust in the Business Climate (October 2002) |
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It seems that leadership and trust are two words that don't fit together anymore. Enron, Worldcom, Tyco, Martha Stewart.on and on. And when trust is lost the fundamental legitimacy of a leader is also lost... Read more |
