Many of you have seen articles about this general theme recently – in part a function of "The No A**hole Rule" published last year by Dr. Robert Sutton of Stanford University. Lars Dalgaard, President of Success Factors, a company with whom I have an affiliate relationship, spoke recently about his…
Many of you are familiar with my interest in the Corner Office articles appearing in the New York Times on a regular basis. These articles, by Adam Bryant, focus on varying approaches taken by CEOs to lead their organizations.
A recent interview with Fuse founder, Bill Carter, reminds me of two critical variables that are easily lost in our haste to always move to the next issue. First, above all, having the best people is the only antidote to business mediocrity. I’ve said it time and again, and virtually everyone knows this deep down (but very few put it into practice) … that the organization that excels identifies the best people, makes certain they are properly rewarded, and never stops looking for top talent. (more…)
Getting the impression that I may have caught up on a little HBR reading over the holidays? What makes you think so? I did read The Power of Unwitting Workers recently, though, and thanks to so many of you for contributing ... unwittingly ... to energy conservation and other worthy,…
Have I given you anything yet for Christmas, or maybe to celebrate the New Year? Well, I have now. Consider this part of the Exkalibur Stimulus Package for 2010.
I don’t know about you but there are occasions … and they seem to be increasing in my case … when I feel a nap coming on … yes, during the business day, around 3:00 – 4:00 p.m. if you have to ask. Traditionally, there’s nothing we can do about it, hang in there, head for the coffee pot, slip out early, frog around on the web … something other than work. (more…)
By now, you know that the Sunday NY Times Corner Office series is oft-quoted here to highlight varying aspects of leadership that flow from Adam Bryant’s conversations with notable CEOs and business leaders.
This week he interviewed William Green, Chairman and CEO of Accenture. Read it in its entirety as a refresher on important elements of leadership.
Green reminds us that there is an abundance of talent that we’re not mining … (more…)
The North Bay Business Journal, a publication of the New York Times, is a weekly business newspaper which covers the North Bay area of San Francisco – from the Golden Gate bridge north, including the Wine Country of Sonoma and Napa counties.
This page provides the Print-Friendly Version of the article, as published.
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Article published -November 30 2009
“Strive not to be a success, but rather to be of value.”
– Albert Einstein
Last time I presented the dichotomy of two opposing cultures and posed the question: If measured by financial performance, how can dramatically different organizations be equally successful? In this continuing series, we’ll explore some of the combinations and permutations of sound business principles and cultural patterns that often collide within an organization’s walls.
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 my last column.
That company deserves to be successful. Wouldn’t it be great if that was the company I worked for? 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. (more…)
By now, you know that the Sunday NY Times Corner Office series is oft-quoted here to highlight varying aspects of leadership that flow from Adam Bryant’s conversations with notable CEOs and business leaders.
This week he interviewed Jeffrey Katzenberg, CEO of Dreamworks Animation SKG.
Perhaps Katzenberg inhabits an industry that is prone to more risk than others … but I doubt it. I agree with his equation, too, because if you’re not original and unique … and if you don’t make failure acceptable, no one will take the risks that ensure that your value proposition is fresh and creative. He believes that showing your employees that they’re expected to take risks is the single most important quality of an organization.
Katzenberg also stresses that the most important aspect of leadership is earning respect … not getting respect. (more…)
... and, of course, who better to embody this powerful attribute than an orchestra conductor?Imagine listening like a conductor, appreciating every note and intonation ... recognizing that the bass section is too loud or the percussion section is interrupting the melody.We can use these principles to improve our own listening…
What would happen if we gave each of our employees up to $2,000 to invest in a customer’s experience on any particular occasion … not an annual stipend … but for any given situation?
Most of us are aware of the extraordinary attention to service that is the hallmark of luxury hotels … but few of us probably understand the extraordinary cultural commitment to training and service that is the bedrock of the incomparable Ritz Carlton chain.
In an insightful interview with the Ritz Carlton CEO, Simon Cooper, many of these powerful programs are discussed.
The Ritz Carlton grants every staff member a stipend of up to $2,000 to satisfy any single guest … not per year but per occasion … without any approval or conditions. Imagine empowering our employees in that manner … and showing them our immense trust in their ability to make sound decisions while validating our unwavering commitment to our customers?
BTW, in the Ritz Carlton arrangement, there is no implication that there is a problem … just a desire to create an overwhelming customer experience. Another tactic that the Ritz Carlton uses may seem familiar to many as the “daily huddle”, (more…)