Here’s the takeaway: Simple, clear Core Values stick when A: they’ve been heard seven times and B: The leadership team genuinely lives them. This is something we preach across the board from a management perspective: People have to hear something seven times to hear it once. If you’re the type of person that goes ballistic […]
Do Your Values Really Mean Something?
Here’s the takeaway: Companies need to avoid these three traps when defining their core values. There’s a great Harvard Business Review article on core values by Patrick Lencioni, who is probably the most brilliant guy in the space. He identifies three value traps, mistakes companies often make when defining their core values. If they fall […]
What Is an Inward-Facing Core Value?
Here’s the takeaway: Finding your organization’s inward-facing core values is crucial to establishing your company culture. Your core values will define who you are as an organization. When you’ve identified those values, you can hire, fire, review, reward, and reprimand based on those attributes. When I work with leadership teams, we focus on identifying the […]
How To Identify Your Core Values
Here’s the takeaway: Identify your organization’s core values by discovering within your own employees. When we go through the process of creating and identifying an organization’s core values, those values come from the behavior that drives your company culture. They are who you are; core values are the soul of the organization. The nice thing […]
Structuring Organizations for Accountability
Here’s the takeaway: Each department needs to own their structure. The first question is always, “Is it the right structure?” Without thinking about people or titles, are each of the seats on your leadership team responsible for 3-5 critical functions in the organization? Remember, people need to know what they’re really expected to do, so […]
How To Structure for Accountability
Here’s the takeaway: Each role should be accountable for three to five responsibilities, not 87. As leaders, it’s our obligation to make sure that everybody knows what they’re supposed to do. If two people are accountable for an organization’s function, nobody’s accountable. Only one person can be accountable at any one time for a task. […]