Small Organizations Do Not Have Culture Problems
Below about fifty people, what looks like culture is one person's temperament operating with no counterweight. That is not a criticism; it is a description of…
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Practical leadership lessons from experienced Idahoans across the state's industries, institutions, and communities — guidance you can apply in your own work.
Below about fifty people, what looks like culture is one person's temperament operating with no counterweight. That is not a criticism; it is a description of…
Read →Your ordinary conduct is the ceiling. Not the deliberate example you intend to set, but the unconsidered behaviours you would not list if asked what you…
Read →Every exception is reasonable in isolation and the aggregate is a standard that applies unless there is a reason. There is always a reason, and the…
Read →The standard is the worst behaviour permitted to pass, not the best behaviour praised. Everything above that line is aspiration, and the organization located the line…
Read →Organizations carry a small set of remembered episodes that function as case law. They are selected by whoever is repeating them, and leadership rarely knows which…
Read →Every other signal is discounted. A promotion is costly, irreversible, and made under real constraint, which is precisely why the organization treats it as the truth…
Read →A new person learns how the place actually works within about three weeks, almost entirely by observation, and the reading they form then is the one…
Read →Organizations do not have one culture. They have a set of them, one per supervisor, and the variance between units is usually larger than the variance…
Read →How people feel about working somewhere and how the place behaves under pressure are different objects. They can move in opposite directions, and organizations reliably measure…
Read →The gap between the two is not hypocrisy and is rarely noticed by the people who created it. It opens because stating a value is free…
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