"A toxic corporate culture is by far the strongest predictor of industry-adjusted attrition and is 10 times more important than compensation in predicting turnover. Our analysis found that the leading elements contributing to toxic cultures include failure to promote diversity, equity, and inclusion; workers feeling disrespected; and unethical behavior."
‘Em tempos de debandada de profissionais do SNS isto dá que pensar.
Trecho retirado de "Toxic Culture Is Driving the Great Resignation"
"High performing organizations, and people, are great at putting talent to work. Mostly because it’s about repetition. The problem is repetition doesn’t transcend; it stagnates. While obsessive people keep pushing the boundaries, stretching out beyond what is known into the unknown, trying different stuff.Como não recordar: Only the paranoid survive!
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The most interesting and successful people I know have an obsession with something. Whether it’s plants, fitness, drawing, painting, laughing, you name it; their mindset and drive is extreme compared to others who merely enjoy the same activities. Obsessive people look beyond the obvious, push boundaries, challenge assumptions to outperform themselves.
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I see many people in business obsess over the wrong things all the time.
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Focus is a qualifier, obsession is a differentiator
I know many talented operators (VP’s, General Managers) who obsess over metrics because that is how they’re evaluated, but this focus on metrics blinds you from the bigger picture: what matters to customers.
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The most innovative and successful companies obsess over their customers to the point of being silly. They create their own practices to fulfill that obsession because existing practices are mediocre. This is what it take to be great, different and transcend beyond life as usual.
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Passion and talent are necessary ingredients to achieve success in any endeavor. But, obsession is what separates the great from the good."
"So much depends upon managers. For example, a Gallup study found that at least 70% of the variance in employee engagement scores is driven by who the boss is. This is disconcerting because the same research found that about 70% of people in management roles are not well equipped for the job. This state of affairs is hurting not just employee engagement and quality of life, but also corporate performance.
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Most companies understand the importance of having highly effective managers, but few invest heavily in training to help them get there."
"Because human nature doesn’t change, the fundamental art and science of managing human beings doesn’t change either – but you wouldn’t know it from reading the popular business press.Trechos retirados de "Technology Changes, Good Management Doesn’t"
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“[J]ust as the essence of medicine is not urinalysis (important though that is), the essence of management is not techniques and procedures,” wrote Drucker. “The essence of management is to make [people and their expertise] productive. Management, in other words, is a social function.”
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Direct all of the organization’s work toward making strength productive and weakness irrelevant. On the organization’s behalf, this means holding every measure of effort, whether time, talent or treasure, accountable for the results it must produce in order to justify its expenditure. It is not enough to do something because it is traditional or “smart” or safe."
"Especially in larger organizations, we're told to shift strategy without changing our processes - and the steps we take every day. This is why large companies fail to innovate. It is hard to take new steps because each one defies some rule or precedent for how we make day-to-day decisions.E também:
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Before you know it, the steps you were taking to implement a broad strategy - true innovation - have all been replaced by the status quo.
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Leaders of change recognize that a great strategy is made up of many steps that, on their own, don't make sense and often break conventional norms. To innovate, you must advocate for and preserve the unordinary steps required to create something extraordinary.
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The lesson here is that the "big idea" is the easy part. Large companies usually know where they need to go to stay on the cutting edge, but they don't have the fortitude and flexibility to take the right steps to get there. The necessary steps are diverted by the usual steps, otherwise known as protocol. When you only take familiar steps, you don't travel far."
"Strategy involves change. People have to change something to bring strategy to life. You need to be able to translate your strategy into actions, tasks and projects. You also need to communicate the logic and purpose of the strategy so people can get engaged with the work and are willing to help it succeed. If strategy is painful then you’re doing it all wrong.Ao reler "If strategy is painful then you’re doing it all wrong" recordei-me do discurso de Henrique antes da batalha de Azincourt, segundo a criação de Shakespeare. Talvez a explicação sobre a "estratégia secreta" venha da comparação dos negócios com a guerra ou com o desporto... só que aí, a finalidade é vencer o oponente, nos negócios é satisfazer os clientes.
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So you could create your strategy in secret and spend months trying to make it work. But it’s far better to spend months involving everyone in creating strategy that encourages discussions between departments, improves understanding of competition and customers, and increases chances of creating something worthwhile that will help you to grow.
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What has to change? How big are the changes? Who will be affected? Who do you need to really make the strategy work? For a strategy to be valuable, it has to be made to work. Smart strategists understand strategy only works if enough people want it to succeed. More is accomplished when the people doing the work love the strategy that guides the work."
