Quotes About Organization

there cannot be alignment deeper in the organization, even when employees want to cooperate, if the leaders at the top aren't in lockstep with one another

Hiring without clear and strict criteria for cultural fit greatly hampers the potential for success of any organization.

An organization has to institutionalize its culture without bureaucratizing it.

The healthier an organization is, the more of its intelligence it is able to tap into and use. Most organizations exploit only a fraction of the knowledge, experience, and intellectual capital that is available to them. But the healthy ones tap into almost all of it.

the best way to ensure that a message gets communicated throughout an organization is to spread rumors about it.

The most well-intentioned, well-designed departmental communication program will not tear down silos unless the people who created those silos want them torn down.

Great organizations, unlike countries, are never run like a democracy.

On a cohesive team, leaders are not there simply to represent the departments that they lead and manage but rather to solve problems that stand in the way of achieving success for the whole organization. That means they'll readily offer up their departments' resources when it serves the greater good of the team, and they'll take an active interest in the thematic goal regardless of how closely related it is to their functional area.

Becoming a healthy organization takes a little time. Unfortunately, many of the leaders I've worked with suffer from a chronic case of adrenaline addiction, seemingly hooked on the daily rush of activity and firefighting within their organizations. It's as though they're afraid to slow down and deal with issues that are critical but don't seem particularly urgent. As

If team members are never pushing one another outside of their emotional comfort zones during discussions, then it is extremely likely that they're not making the best decisions for the organization.

fundamental values are not chosen from thin air based on the desires of executives; they are discovered within what already exists in an organization.

company needs to be able to articulate exactly what it does, whom it serves, and against whom it competes. Why? Because all employees should be made to feel like salespeople or ambassadors for the firm, and they cannot do this without a fundamental understanding of an organization's business. More important, without this understanding, employees cannot connect their individual roles to the overall direction of the larger organization.

few groups of leaders actually work like a team, at least not the kind that is required to lead a healthy organization.

A leadership team is a small group of people who are collectively responsible for achieving a common objective for their organization.

The healthier an organization is, the more of its intelligence it is able to tap into and use.

Second, and this is certainly related, those executives don't see the company's reason for existing as having any practical implications for the way they make decisions and run the organization.

Employees know that they ultimately pay the price when their manager doesn't get along with or cooperate with managers of other departments, leaving the staff to navigate the treacherous and bloody waters of organizational politics.

When it comes to establishing a norm for a team, a measure of judgment is required of a leader. While there is no doubt that the person in charge must set the tone based on a personal belief about what will lead to the best results for the organization, the leader also needs to take into account the capabilities and attitudes of the staff members. This is something of a balancing act.

Rather than coming together to make the best possible decision for the entire organization, they become lobbyers for their own constituents

Trust is just one of five behaviors that cohesive teams must establish to build a healthy organization.

Weekly Tactical meeting should last between forty-five and ninety minutes, depending on its frequency, and should include a few critical elements, including the following:

At its core, organizational health is about integrity, but not in the ethical or moral way that integrity is defined so often today. An organization has integrity—is healthy—when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense.

To make our meetings more effective, we need to have multiple types of meetings, and clearly distinguish between the various purposes, formats, and timing of those meetings.

But organizational clarity is not merely about choosing the right words to describe a company's mission, strategy, or values; it is about agreeing on the fundamental concepts that drive it.