When senior leaders contradict the organization’s standards by making inappropriate comments or by failing to deal with others who do so, they’re sending the message to employees that the organization isn’t serious about those standards. When they require employees to attend ethics and compliance training but don’t show up themselves because they’re
“They haven’t had a leader for the last two years,” my client explained. As a new manager assigned to work with this formerly “leaderless” team, she described how various tensions and interpersonal conflicts had flared up. Over time, this “leaderless” group had redefined key work conditions and expectations by devising
While it may seem obvious that people understand how to behave toward each other at work, I’m frequently reminded by my clients’ and my own work experiences that it’s simply not the case. Let’s look at two separate situations involving the vice president of a top financial company and the
Every organization should have a few clear and unambiguous rules and principles that are followed and enforced at every level. These principles build culture and set standards that can readily and credibly spread throughout any organization. A string of executive controversies over the summer months have brought this issue into
After taking over as CEO in 2005, Mark Hurd revived HP, turning around its performance, making strategic acquisitions and trimming the workforce. When other technology companies and the stock market faltered in recent years, HP’s performance kept rocketing upward. Late Friday, we read the shocking news announcing Hurd’s immediate resignation from HP
I just read and watched William Shakespeare’s history play, Henry V. The story tells how Henry V led his Army through France in 1415, defeating a much larger force at Agincourt. Written in 1599, Shakespeare did not use the terms accountability, leadership or values; yet we can learn a lot
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