Provocare de la librarul tău personal.Vă propunem și vă punem la dispoziție câte un capitol în fiecare zi din cărți noi și bestsellers și vă provocăm să-l citiți pe fiecare. Am vrea să știm cum vă simțiți peste o săptămână, dacă v-ați găsit timp și vedem dacă vreți să continuăm. Cărțile sunt pe zona de business și pasiuni și sunt în limba engleză.The New Leader′s 100–Day Action Plan: How to Take Charge, Build or Merge Your Team, and Get Immediate ResultsCulture FirstIn many respects, leadership is an exercise in building culture. Howeveryou define it, culture is the glue that holds organizations together. It maybe the only truly sustainable competitive advantage for any organization.Culture is often impacted by pivotal events, such as a new leaderjoining an organization, presenting opportunities to accelerate culturechange and deliver better results. Culture change is about bridging thegap between the current state and the desired state—that which isneeded to achieve the organization’s mission and goals.
The greater the cultural differences, the more difficult the adaptationor change will be. There’s real power in understanding the mostimportant cultural differences and then building a plan to bridge thosegaps over time.Some define culture simply as “the way we do things around here.”Others conduct complex analyses to define it more scientifically.Instead, blend both schools of thought into an implementable approachthat defines culture as an organization’s behaviors, relationships, attitudes,values, and the environment (BRAVE).The BRAVE framework is relatively easy to apply yet offers a relatively robust way to identify,engage, and change a culture. It makes culture real, tangible, identifiable,and easy to talk about.It’s helpful to tackle the BRAVE components from the outside inwith five questions, as shown in Table 1.1.When evaluating each element of culture, think of it on a slidingscale (say 1–5), rather than in absolute terms. The specific dimensionswithin each cultural component may vary from situation to situation.2. THE NEW LEADER’S 100-DAY ACTION PLANYou may find the components and dimensions below particularlyuseful.Environment is where the organization decides to play in thecontext of the situation it faces.Consider:• Is the impetus for growth found more in opportunities to captureor more in problems to solve?• Are the growth enablers more human, interpersonal, and societalor more technological, mechanical, and scientific?• Are the main barriers more external hurdles or more internalcapabilities?Values are what matters to the organization and its people andwhy.Consider:• What’s the organization’s purpose: mission (why), vision (what),and values (how), and is it interpreted more as intended andevolving or more as written and set?• Is the approach to risk more about risking more to gain more overtime or more about protecting what is now?• Is the approach to learning more open and shared or moredirected?Attitudes are how the organization chooses to win across strategy,posture, and approach.Consider:• Is the fundamental strategy more premium price, innovation, andhigh service or more low price, minimum viable product, and selfservice?BRAVE FrameworkEnvironment Where to play? (Context)Values What matters and why? (Purpose)Attitudes How to win? (Choices)Relationships How to connect? (Communication)Behaviors What impact? (Implementation)Citește tot capitolul aici Cumpără cartea prin Books Express, librarul tău personal “Îți aducem orice carte din lume pentru profesia și pasiunile tale.”займ онлайн rusbankinfo.ru