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"Today, people spend more time at work than with their best friends or family members. When their workplace is an inspiring, respectful, creative place to be, people engage deeply, serve customers effectively, and produce quality goods and services consistently.
The problem? Most leaders put greater thought into their organization's products and services than they do its culture. Yet culture drives everything that happens in an organization each day."
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"Unlike dry spells in innovation, quality defects and mistakes made in entering new markets, many of the problems that midsized companies must deal with are not obvious. These problems grow out-of-sight in the dark recesses of the midsized organization, unrecognized by management in their daily routines until they emerge as full-blown crises that can threaten the present and future of the business. I refer to these special afflictions of midsized companies—seven in all—as silent growth killers.
These silent growth killers sneak up on leaders at midsized companies just as high blood pressure and high cholesterol can creep up on us, often unnoticed, and later cause massive complications. Just as those medical conditions, untreated, can lead to an early demise, executives who fail to prevent or address these silent growth killers may see their businesses collapse in a dysfunctional heap."
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This isn't a manifesto about following your passions or being happy, it's a call to action to change and evolve our organizations to reflect the world that they operate in.
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"As someone who has studied leaders and the topic of leadership for more than three decades, I have long since believed that humility is the most under-rated of all leadership qualities.
As a member of the publishing community for the same length of time, I have been baffled that no (commercial) publisher has ever published a book that instructs managers, leaders, and aspiring leaders how to become more humble. However, this should not come as a big surprise. That's because there has not been an inspiring, humble figure that could be used as a shining example of this key leadership quality.
Until now. Since Jorge Mario Bergoglio became Pope Francis in March of 2012, he has shown the world a new way to lead. Not with bluster or bravado, but with humility and humanity. He has, without a doubt, emerged as the most humble leader on the world stage. There isn't even a close second."
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"Today, whether we work with colleagues in Dusseldorf or Dubai, Braslia or Beijing, New York or New Delhi, we are all part of a global network (real or virtual, physical or electronic) where success requires navigating through wildly different cultural realities. Unless we know how to decode other cultures and avoid easy-to-fall-into cultural traps, we are easy prey to misunderstanding, needless conflict, and deals that fall apart.
Yet most managers have little understanding of how local culture impacts global interaction. Even those who are culturally informed, travel extensively, and have lived abroad often have few strategies for dealing with the cross-cultural complexity that affects their team's day-to-day effectiveness. Often the cross-cultural challenges that arise could be avoided by learning a few basic principles. For example, the answer to the simple question, 'When should I speak and when should I be quiet?' varies dramatically from one culture to another."
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