Harvard Business Review’s Post

How can corporate culture help ensure that a company's branding, image, and growth are not risked or affected by operational incidents? How many companies and their leaders look into their corporate culture to ensure they have what it takes to do what is right, that its people are the right people for them, that its people know what they should be doing, and that their behaviors, thinking, words and actions can affect what happened to the company? What exactly should corporate culture be? How should it be communicated, enforced, or practiced? How can it affect how a company operates, lives, and acts, and how should it be for everyone? Recently, heated debates were sparked by some social media videos circulating about a popular coffee chain's customer service. The videos featured interactions between the chain's baristas and its customers. There were all sorts of comments, from blaming the baristas for their services or saying the customer is always right to unreasonable customers, management leadership, store operations strict policy, and staff morale to whether the rapid expansion of the chain is at the sacrifice of its baristas. https://lnkd.in/gF2Z5BU4 How does the corporate culture matter in these spats of incidents? For many companies, the corporate culture is always present - nicely framed or labeled and supposedly communicated throughout the company website, employee handbook, boardroom, and company introduction. But is that enough? In fact, how could the derailment happen in the first place? The same goes for Boeing, Wells Fargo, Evergrande, D & G, and many others who fell off the sideways and feel the pains of returning to what they should be. Obviously, something is wrong when employees do things differently, or such a thing can happen… The crux of it comes down to the company's corporate culture, and the real culprit is that the company management and leadership don’t do enough or that their corporate culture is not being used properly. As the HBR article by Erin Meyer said, building a corporate culture that works involves looking at the dilemmas its people will face. https://lnkd.in/gEdEr4zk She offers 6 guidelines for building the right corporate culture. 1.    Build it based on the employee's real dilemma 2.    Move culture from abstraction to action 3.    Articulate the values clearly 4.    Hire the right people to help build the right culture 5.    Align the strategy to its culture 6.    Make it a North Star She said corporate culture, in its simplest form…is the personality of a group, and the group culture influences the behaviors of the individual. The company culture should be the North Star for everything. So, the next time something untold happens, don’t blame the employee or the "baristas"; it's time for a relook at the company culture and make sure that it is done right, correctly, and well all across.

An unhealthy work environment can send negativity spiraling into the workplace which can spike attrition, demotivated behavior of employees and decreased efficiency and productivity. Playing favorites is one of these negative factors-leadership has to be authentic and collaborative. Let’s also practice ethical values in organizations to ensure “Organizations are for people profit” #leadership #workplaceculture

This is an interesting piece from HBR on four ways to preserve key values and behaviors while undergoing a transformation... https://lnkd.in/eh4cRYFg

Good morning PS peeps! Please keep circulating the survey to your colleagues - on our way to a statistically valid sample size! Emerging themes of disconnect across responses: · Reconciliation and IDEA significant disconnects · Multiple RTO issues leading to disconnect · Symbolic versus substantive transformation effort across a range of files · Basic understanding of day-to-day worklife of middle managers and rank and file · Lack of shared understanding of roles of senior leaders compared to middle managers · Lack of shared understanding of evidence-based decision making practices in the workplace Also for consideration: impact of senior leadership continuous movement/changes in postings and the churn and waste it causes (endless wheel reinvention and spinning) popping up. Noodling between tagging analysis to Values and Ethics Code or the KLCs - feel free to weigh in with your choices (in the survey - see profile for the link).

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Here's a newsletter I've started to read. "How can I help?" A provocative and sometimes risky question for leaders to ask. Read more here: https://ow.ly/rPvP50Qg0nw

Here's a newsletter I've started to read. "How can I help?" A provocative and sometimes risky question for leaders to ask. Read more here: https://ow.ly/rPvP50Qg0nw

From HBR - ought to be a good one.

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The U.S. commercial real estate sector is facing significant challenges that could lead to a potential crisis. As we navigate this complex landscape, it's crucial for leaders to embrace innovative strategies while keeping classic advice in mind. Discover insights from top business and management experts who can help guide you through these turbulent times. For an in-depth analysis, visit https://okt.to/ntifkL.