Quotes About Culture

If creativity is seen as a luxury or something we do when we have spare time, it will never be cultivated.

First, 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.

The Heart of Daring Leadership 1. You can't get to courage without rumbling with vulnerability. Embrace the suck. 2. Self-awareness and self-love matter. Who we are is how we lead. 3. 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.

Organizational values are gauzy and assessed in terms of aspirations rather than actual behaviors that can be taught, measured, and evaluated.

If you find yourself leading a team or culture in which criticism outweighs contribution, make a conscious and resolute decision to stop rewarding the former.

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.

The Hopi Indians have a saying, "To watch us dance is to hear our hearts speak.

the culture of shame is driven by fear, blame and disconnection and it's often a powerful incubator for issues like perfectionism ,stereotyping, gossip and addiction

I use the word overcome because to grow a relationship or raise a family or create an organizational culture or run a school or nurture a faith community, all in a way that is fundamentally opposite to the cultural norms driven by scarcity, it takes awareness, commitment, and work…every single day.

Who we are and how we engage with the world are much stronger predictors of how our children will do than what we know about parenting. 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?"

The level of collective courage in an organization is the absolute best predictor of that organization's ability to be successful

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.

The new cultural belief that everything should be fun, fast, and easy is inconsistent with hopeful thinking. It also sets us up for hopelessness.

We found a better correlation between the number of times we modeled what asking for help looks like and how comfortable folks are with asking for help. Both giving and receiving help must be part of the culture, and we as leaders need to model both if we are committed to innovation and growth.

we're intentionally or unintentionally creating cultures that, instead of leveraging the unique gifts of the human heart like vulnerability, empathy, and emotional literacy, are trying to lock those gifts away.

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.

If you've created a work culture where vulnerability isn't okay, you've also created a culture where innovation and creativity aren't okay.

In shame-prone cultures, where parents, leaders, and administrators consciously or unconsciously encourage people to connect their self-worth to what they produce, I see disengagement, blame, gossip, stagnation, favoritism, and a total dearth of creativity and innovation.

Jean Kilbourne's book, Can't Buy My Love,

Shame comes from outside of us—from the messages and expectations of our culture.

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. Second,

Worrying about scarcity is our culture's version of post-traumatic stress.

only about 10 percent of organizations have operationalized their values into teachable and observable behaviors

more than half talked about a cultural norm of "nice and polite" that's leveraged as an excuse to avoid tough conversations.