The forces that shape culture are wide. They include leadership behavior, team dynamics, the presence or absence of trust, the accountability coworkers feel for each other, how decision-making works, and which behaviors get rewarded. Leaders can take specific actions to influence these factors and build the foundations for people to do great work.
Leaders can’t escape the reality that people will have side conversations in typed chats during virtual meetings. But whether these chats serve useful purposes or breed mistrust depends on how leaders handle them.
Talent management software promises efficiency and objectivity, but in practice it can limit company-specific talent strategies.
“Did I just commute for this?” Leaders need to critically examine what kinds of interactions matter most for their teams.
Executives often fear that they’ll lose control and speed by engaging employees in strategic planning. But here’s a new playbook that works.
