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Monday Quote of the Week: Do you remember that ol’ “seats on the bus” thing?

This is so crucial, I’ll say it again: You’ve got to get everyone in the right seat on the bus.

Everyone is a genius. But if you judge a fish on its ability to climb a tree it will live its whole life believing that it is stupidYou may recall an earlier quote from the infamous Raymond Reddington, which addresses this issue from a different angle.

If you pay close attention to this, talk to your people and truly understand their interests and capabilities, you’ll find that the well-oiled machine you’re creating will glide smoothly wherever you point it.

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Monday Quote of the Week: Do you have your people in the right seats on the bus?

I get a kick out of the cultural, food and other observations from the character of Raymond Reddington on NBC’s The Blacklist.

 

just because you're first chair in the orchestra, doesn't mean you can compose a symphony

This phrase, in particular, hits home.

We’ve all heard that we should be “getting the right people on the bus”. But, are you paying enough attention to making sure that the people already ON the bus are in the right seats?

Invest some time to carefully evaluate who’s on board and whether they’re in a position of the “highest and best value” for the organization. They may have undiscovered talents … or talent that would better serve them AND the organization in a different role.

Invest that time. You may not only uncover some hidden gems​ but find that the talent you need is right in front of you.

Hop on over to our Facebook Page to leave your comment or question. I visit it every day and look forward to hearing from you and expanding our discussion of this idea.

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How to Keep Smart People from Killing Each Other

While I am spending a little downtime with my family, I wanted to share with you a timeless article from our Leadership Library.

If you want to poison the well where you work, allow a Certified Jerk to roam free.

Mollycoddling is a pernicious and infectious organism you need to expel from your organization.

No Asshole Diagram

It’s easy to figure out how to deal with the Certified Jerk

This phrase is powerful in so many ways.

Smart people can often be prima donnas – I’ve heard those accusations myself … the smart people part, of course, not the second (and when it has been used, it’s typically disguised in less elegant terms) … but the brilliance of some people is often more blinding than enlightening.

Fortune magazine once asked Dr. Mehmet Oz about the best leadership advice he had ever received.

Keep reading so you don’t miss how to make the tough decisions

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Can Radically Different Cultures Produce Equally Great Results? Part 2.

Last week, in Can Radically Different Cultures Produce Equally Great Results?, I posed the question: If measured by financial performance, can dramatically different organizations be equally successful?

I n this short series about culture development, we’ll take a look at how sound business principles and cultural patterns often collide within an organization’s walls.

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How can opposing cultures both succeed?

In many ways, it doesn’t seem fair that both charitable and churlish cultures can thrive.

It’s easy to embrace the benevolent culture created by Sid Rich (we’ll call it Company South, “S” for Sid) as profiled in the first article in this series.

His company deserves to be successful.

Wouldn’t it be great if that was the company you worked for?

Strive not to be a success, but rather to be of value. ~ Albert Einstein

What if you’re stuck on the other side of the tracks?

Contrarily, when you look across the aisle at the rough and tumble world of Company North (“N” for Nasty), highlighted by temper tantrums, public floggings and a petulant devotion to spending a dime on anything, we’re either glad we’re not working there … or wishing we didn’t.

Some powerful lessons are evident as we compare and contrast these companies, their styles and culture, although some lessons are not very inviting.

continue reading to see some of these cultural differences

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