Is there a difference between a mission statement and a manifesto?
Yes and no. Their intentions may be the same but that’s where the similarity ends.
In practice, the outcomes of mission statements and manifestos are miles apart. Though manifestos and missions are crafted to bring people together behind a cause, manifesto’s have a much better track record of igniting action.
The best are so emotionally charged that their catalytic influence can endure for centuries. Such was the case for the 10 Commandments, and the Declaration of Independence. Read more…
You’ve probably heard Grace Hopper’s famous axiom, “It’s better to beg forgiveness than ask permission.” As a child, my father used to tell me that all the time!
As a pioneering computer scientist and one of the first female admirals in the U.S. Navy, “Amazing Grace” surely learned the value of begging forgiveness rather than asking permission during her long, storied career. Indeed, Hopper’s Law seems to make a lot of sense in many real-world situations.
But is it applicable to the workplace? Read more…
Every day in the news lately you read about the latest mergers: Airlines, pharmaceutical companies, insurance companies, large retailers like Staples and Office Depot, all consolidating for so many business reasons.
Some are successful and create flourishing companies that benefit stockholders and employee’s careers. But here’s the really scary reality: It’s been well documented over many years that up to one-third of mergers fail within five years, and as many as 80 percent never live up to their full potential.
The main reason for this is what has been called “cultural clash.” Read more…
The February HR Roundtable in Cincinnati gathered to discuss whether it truly was possible for a company to have a “People First” culture.
There are tons of mission statements and vision statements that say that people come first in an organization, but it is rarely practiced.
The traditional three questions to get the small groups started included:
- What components define/drive a company’s culture? Read more…
Every company, department or team needs a leader.
Leaders set the tone for the organization’s culture. It is a proven fact.
Can you have a successful company without a CEO? Do football team captains play a major role in a winning season? Does a cruise ship need a captain to reach its destination safely? A focus on leaders is the natural design of how we operate as a society.
So, what education/training should be offered to develop the leaders, the influencers needed to grow your company, establish your branded culture, and obtain your business revenue goals of tomorrow? Read more…
If your company is like most, you have a Human Resource department, and you may still call it HR.
For the traditional roles of Human Resources such as attracting, retaining and developing employees, the name makes sense. But, the responsibilities of this group are evolving, and the name HR fails to fully capture or give credit to the important ways this team serves and involves a company and its people.
Some 25 years ago, there were Personnel Departments. As the responsibilities changed and expanded to include services like benefits and compensation, the name became outdated and evolved into Human Resources. Read more…
In the first chapter of The Power of Thanks, Eric Mosley and I introduce a very important concept that is a foundational principle of the book:
At the heart of great corporate successes and failures is a single observable phenomenon: the behaviors and values that constitute a company’s culture largely determine its fate.”
Of course, we dive much more deeply into why this is true, but to summarize – the values underlying your culture are the defining factors for how all employees should behave to achieve the organizational objectives. They also give employees a sense of greater meaning and context of their work. Read more…
With all the research and literature on employee engagement, it’s amazing that so many companies still get it wrong.
Employee engagement can’t be an afterthought anymore. It has clear and measurable impacts on your company’s bottom-line. Companies spend obscene amounts of money trying to measure engagement and “move the needle,” without any real long-term results.
That’s simply because they’re doing it wrong. Read more…
Consider your average white-collar professional making $45,000/year, not including benefits.
At that rate, it would cost an organization about $25 for this person to sit in an hour-long meeting. That’s not too bad.
But now consider that the average American spends nine (9) hours per week in regular status meetings, or preparing for those meetings. At the rate of $25/hour, the weekly cost of those meetings for one employee is $225. And when you look over the course of a year, it adds up to $11,700.
All of a sudden, a cost that seemed relatively nominal has turned into more than a quarter of this professional’s annual salary. Read more…
In the consulting and strategy work I do with global organizations, we strongly advise basing a global social recognition program on the organization’s core values such that all employees, wherever in the world they are located, are demonstrating the same values and associated behaviors that company leadership has determined are critical to organizational success.
And yet, it is also true that what works well in one country does not necessarily work in another because the culture and the people are different with different expectations and needs. We do not advise changing the core values on a regional or local basis, however.
Instead, consider the behaviors that underlie those values. Read more…