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78jitong.......................................................... 高三李五七弓长,三赵九刘七大王,阎吴谢孙崔氏双,柴米余侯箩万堂, 毛邓陈宋任申杭,曾肖徐翁程董梁,储曲祁解韦国强,男女七十学跟党。

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2016年12月7日  

2016-12-07 14:18:32|  分类: 默认分类 |  标签: |举报 |字号 订阅

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2016年11月日 - 78jitong - 爱在深秋.......
Culture is king
 As a young employee I’d listen to senior members of the business talk about the organisation’s culture and its importance, encouraging us to embrace certain values and behaviours. By the time I’d returned to my desk, however, I would’ve already defaulted to my own way of being.

Why?

Because I was sceptical of the value of workplace culture; it just seemed like management’s idealised and unachievable workplace nirvana.

How wrong I was. Culture is an organisation’s soul, its identity. And getting it right is not only achievable, but crucial to the success of any business.

But with a mix of varying ambitions, behaviours and personalities all working under the one roof, not to mention certain external forces that impact a business, I’ll hasten to add that developing and maintaining a productive and inspired workplace environment is no easy feat, for any leader.

So how do you create a culture that people not only accept, but genuinely believe in and value?

Don’t change for change’s sake

When you take on a new leadership role you might encounter an existing culture that is positive and productive. But, eager to make your mark, you begin implementing changes. This is a mistake. Only set a fresh direction if you genuinely believe that it’s in the best interest of the people and the business. If the culture is solid, look for ways to enhance it rather than reinvent it.

Employee input

Some people will gladly embrace the fresh values you’re aiming to prioritise (they are excited about the prospect of change). On the other hand, some might resist. Reluctance can stem from any number of reasons, ranging from personality types, to personal issues, to lengths of tenure with the organisation. Some people are just uncomfortable with change, or simply don’t agree with the ideas you and your management team are presenting. Whatever their reason for pushing back, your strength and empathy as a leader will be tested.

This makes giving people the opportunity to voice their opinions so very important. Carefully and respectfully consider what they have to say before officialising new expectations. This process will take time, but it will ultimately best position you to make confident decisions and communicate your rationale leaving no questions or concerns unheard. 

Live it

Never, ever let your behaviour contradict the organisational values – that’s the ultimate leadership fail. You’ll lose trust, credibility, respect. It’s so important to consistently embody the values and behaviours you are expecting everyone else to embrace.

Whenever I take on a new leadership role, I personally commit to two or three significant initiatives that will help illustrate the culture I’m aiming to develop. It helps stimulate a positive momentum because, through my action at the top, I am emphasising that I don’t expect anyone to do anything I wouldn’t do myself; that I genuinely believe in and live by our values.

Accountability

Calling people to account for behaviour that contradicts the values and behaviours underpinning the culture is essential. If you witness, or are informed of, a team or individual who consistently marches to their own destructive beat, don’t hesitate to raise it with them. And this responsibility doesn’t rest entirely on the shoulders of the leader (you can’t be everywhere at once). Ensure each individual is aware that they are accountable for holding others to account for any behaviour that goes against the culture’s grain. 

With the right culture in place, you can confidently lead your organisation or team to new heights, and most certainly weather any storm. 

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