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A fully revised and updated installment from the bestselling author of The Oz Principle Series. Two-time New York Times bestselling authors Roger Connors and Tom Smith show how leaders can achieve record-breaking results by quickly and effectively shaping their organizational culture to capitalize on their greatest asset-their people. Change the Culture, Change the Game joins their classic book, The Oz Principle, and their recent bestseller, How Did That Happen?, to complete the most comprehensive series ever written on workplace accountability. Based on an earlier book, Journey to the Emerald City, this fully revised installment captures what the authors have learned while working with the hundreds of thousands of people on using organizational culture as a strategic advantage.
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For every organization, culture ── the way your people think and act ── produces results. If you want to change your results, the only realistic and sustainable way to achieve that is by first changing your culture. Generate a Culture of Accountability and you will automatically create an organization which is filled with people who can and will produce genuine game-changing results.
So how do you create a Culture of Accountability? This is done by using the Results Pyramid to change your culture. In practical terms, the Results Pyramid states the results you achieve are the direct consequences of your people’s experiences, beliefs and actions. Experiences foster beliefs, beliefs influence actions, and actions produce results. To change your results, you first have to change your culture ── that is, you have to change the experiences, beliefs and actions of your people.
The four key ideas which hold true in any attempt to create a sustainable competitive advantage by bringing about a change in the culture of the organization are:
Leaders must create the requisite culture
Culture generates the results, not vice versa
A Culture of Accountability is most effective
The Results Pyramid will accelerate transition.
Concept 1 Leaders must create the requisite culture
Every company has a culture which has come about by chance or by deliberate design. Either you as a leader manage your culture proactively or it will manage you without any further input. To get the results you want your organization to achieve in the future, you have to change the way people think and act ── in other words, you need to be proactive about creating a culture which will generate those thoughts and actions.
Culture is never a one-time event. Nor is it something you can delegate to a “Chief Cultural Officer.” Rather, it’s something you have to work at all the time and it is your responsibility to instill the right culture inside your organization. You have to ask:
■ Will our existing culture produce and generate the results we’ve promised to deliver in the future?
■ If not, what are we going to do about it? How are we going to grow the culture we need?
Concept 2 Culture generates the results, not vice versa
There’s something of a cycle which crops up again and again. When you’re getting the results you want in the marketplace, the prevailing culture gets strengthened and enhanced. Whatever you’re know for ── be it market dominance, sales growth, best-in-class quality or whatever else ── will become even better going forward.
That means if you subsequently define a new and different target, you then have to move quickly to build a different culture which will generate the kinds of experiences, beliefs and actions which will make that new strategy happen. In any organization, culture always drives the results achieved.
“Your organization’s culture determines your results, and the results you want should largely determine the kind of culture you need." — Roger Connors and Tom Smith
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