In fact, it turns out that organisations deliver better financial returns when they focus on purpose over profit. You don’t have to take my word for it: recent survey by PwC showed that 79% of business leaders believe that an organisation’s purpose is central to business… You don’t need to trade-off purpose against performance
I make this error all the time (most of us do). You’ll probably recognise this scenario: you’re faced with a choice in (even slightly) unfamiliar territory. And getting it wrong feels like it will have some cost or pain (perhaps only minor). What do we… Chasing certainty instead of clarity is a classic mistake (and what to do instead)
The book in a paragraph Unproductive and tedious meetings plague many teams and organisations. And bad meetings almost always lead to bad decisions, which is the best recipe for mediocrity. To address this, teams need an integrated, comprehensive and practical framework for structuring and managing… Book summary: Death by Meeting by Patrick Lencioni
The book in a paragraph There are five fundamental causes of team dysfunction: absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results. These dysfunctions can lead to team failure. The way to address these dysfunctions is through building… Book summary: The Five Dysfunctions of a Team by Patrick Lencioni
As we’ve discussed in similar articles on both mission and vision statements, organisational values are an often used concept, but rarely well executed. Many organisations have developed a set of values, but very few have applied them in a way that truly and uniquely defines… The importance of values
The strongest organisations are those that are healthy, not just smart. Organisational health depends on four disciplines: developing a cohesive leadership team, creating strategic clarity, over-communicating that clarity throughout the organisation, and reinforcing strategy through systems and ways of working. Clarity doesn’t need to be complex and abstract, instead it can be achieved by answering six questions for any organisation: Why do we exist? How will we succeed? What do we do? Who does what? What’s most important, right now? How will we behave?
I hear and read about a lot of organisations and teams that wish to be ‘high performing’. This is a great goal, but identifying this ambition is the easy bit. The hard bit is working out how to translate the relatively abstract concept of high… The six questions that every high performing organisation needs to answer