Quotes About Culture

Mom would kill me if I showed my navel.

When the culture of any organization mandates that it is more important to protect the reputation of a system and those in power than it is to protect the basic human dignity of the individuals who serve that system or who are served by that system, you can be certain that the shame is systemic, the money is driving ethics, and the accountability is all but dead.

Worrying about scarcity is our culture's version of post-traumatic stress. It happens when we've been through too much, and rather than coming together to heal (which requires vulnerability) we're angry and scared and at each other's throats.

Everyone wants to know why customer service has gone to hell in a handbasket. I want to know why customer behavior has gone to hell in a handbasket.

If we want people to fully show up, to bring their whole selves including their unarmored, whole hearts—so that we can innovate, solve problems, and serve people—we have to be vigilant about creating a culture in which people feel safe, seen, heard, and respected.

Joy comes to us in moments—ordinary moments. We risk missing out on joy when we get too busy chasing down the extraordinary. Scarcity culture may keep us afraid of living small, ordinary lives, but when you talk to people who have survived great losses, it is clear that joy is not a constant.

Trying to escape media influences in today's culture is as feasible as trying to protect ourselves from air pollution by not breathing.

When the culture of an organization mandates that it is more important to protect the reputation of a system and those in power than it is to protect the basic human dignity of individuals or communities, you can be certain that shame is systemic, money drives ethics, and accountability is dead.

I know that these examples are symptomatic of the cruelty culture that we live in today and that everyone is fair game, but think about how and what they chose to attack. They went after my appearance and my mothering—two kill shots taken straight from the list of feminine norms. They didn't go after my intellect or my arguments. That wouldn't hurt enough.

If leaders really want people to show up, speak out, take chances, and innovate, we have to create cultures where people feel safe—where their belonging is not threatened by speaking out and they are supported when they make the decision to brave the wilderness, stand alone, and speak truth to bullshit.

I see the cultural messaging everywhere that says an ordinary life is a meaningless life. . . . I know the yearning to believe that what I'm doing matters and how easy it is to confuse that with the drive to be extraordinary. I know how seductive it is to use the celebrity culture yardstick to measure the smallness of our lives. And I also understand how grandiosity, entitlement, and admiration-seeking feel like just the right balm to soothe the ache of being too ordinary and inadequate.

I can always tell about the health of a culture of an organization by how much gossiping is happening

Silence is not brave leadership, and silence is not a component of brave cultures.

In terms of teaching our children to dare greatly in the "never enough" culture, the question isn't so much "Are you parenting the right way?" as it is "Are you the adult that you want your child to grow up to be?" Our stories of worthiness—of being enough—begin in our first families.

Courage is contagious. To scale daring leadership and build courage in teams and organizations, we have to cultivate a culture in which brave work, tough conversations, and whole hearts are the expectation, and armor is not necessary or rewarded.

We seem to measure the value of people's contributions (and sometimes their entire lives) by their level of public recognition. In other words, worth is measured by fame and fortune. Our culture is quick to dismiss quiet, ordinary, hardworking men and women. In many instances, we equate ordinary with boring or, even more dangerous, ordinary has become synonymous with meaningless.

The culture of shame is driven by fear, blame and disconnection, and it is often a powerful incubator for issues like perfectionism, stereotyping, gossiping and addiction.

Leading for true belonging is about creating a culture that celebrates uniqueness. What serves leaders best is understanding your players' best efforts. My job as a leader is to identify their unique gift or contribution. A strong leader pulls players toward a deep belief in themselves.

build a culture of trust.

But the feeling of scarcity does thrive in shame-prone cultures that are deeply steeped in comparison and fractured by disengagement.

I haven't been in a company in five years where people aren't whispering, "This is great, but, um, how do we talk about race?

And they all share the same formula of shame, comparison, and disengagement. Scarcity bubbles up from these conditions and perpetuates them until a critical mass of people start making different choices and reshaping the smaller cultures they belong to.

We avoid tough conversations, including giving honest, productive feedback. Some leaders attributed this to a lack of courage, others to a lack of skills, and, shockingly, more than half talked about a cultural norm of "nice and polite" that's leveraged as an excuse to avoid tough conversations.

one of the most universal numbing strategies is what I call crazy-busy. I often say that when they start having twelve-step meetings for busy-aholics, they'll need to rent out football stadiums. We are a culture of people who've bought into the idea that if we stay busy enough, the truth of our lives won't catch up with us.