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The importance of practice and repetition in learning
How to stay motivated and avoid burnout while learning
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Creating a culture is more complex than just trying to get your people to behave the way you want them to when no one is looking. Remember that your employees are far from uniform. They come from different countries, races, genders, backgrounds, even eras. Each one brings to your organization a different cultural point of departure. To get all of them to conform to and be reasonably happy with a common set of norms is a challenging puzzle.
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The first step in getting the culture you want is knowing what you want.
With seemingly infinite possibilities to choose from, how do you design a culture that gives your organization the advantages it needs, creates an environment you are proud of, and most importantly, one that can actu...
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442 reads
Genghis created a remarkably stable culture by founding it on three principles:
Meritocracy: Genghis abolished inherited aristocratic titles and eliminated the steppe tribes caste hierarchy. All men were equal.
Loyalty: Genghis viewed loyalty as a b...
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511 reads
The Samurai code rested on these eight virtues: rectitude (or justice), courage, honour, loyalty, benevolence, politeness, self-control, and veracity (or sincerity).
Each virtue was carefully defined and then reinforced through a set of principles, practices, and stories. T...
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Culture is a system of behaviours that you hope most people will follow, most of the time. No large organization ever gets anywhere near 100 percent compliance on every value, but some do much better than others. It’s actually a minor miracle if a culture isn’t dysfunctional. Our aim here is to b...
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Culture is not like a mission statement; you can’t just set it up and have it last forever.
There’s a saying in the military that if you see something below standard and do nothing, then you’ve set a new standard. This is also true of culture. If you see something off-culture and ignore it,...
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Culture clearly has a powerful effect. So how do you shape it, how do you set it deep in people’s minds, and how do you fix it when it goes wrong?
The right answer for your company depends on what your company is, what it does, and what it wants to be. Your culture is how your company makes...
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Your view or your executive team’s view of your culture is rarely what your employees experience. The relevant question is, what must employees do to survive and succeed in your organization?
If you’re a leader, how do you know what your culture is? The best way to understand your culture ...
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Culture begins with deciding what you value most. Then you must help everyone in your organization practice behaviours that reflect those virtues.
If the virtues prove ambitious or just plain counterproductive, you have to change them.
When your culture turns out to lack crucial ele...
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400 reads
All cultures are aspirational. No company ever achieved total cultural compliance or harmony.
While you can draw inspiration from other cultures, don’t try to adopt another organization’s ways. For your culture to be vibrant and sustainable, it must come from the blood, from the soul. You c...
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Culture is a consequence of actions rather than b...
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The Bushido code enabled the Samurai to rule Japan from 1186 until 1868—nearly seven hundred years—and their beliefs endured long after their reign.
Bushido looks like a set of principles, but it’s really a set of practices. It is a code of action, a system not of values but of virtues. A...
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Here are the rules for writing a rule so powerful it sets the culture for many years:
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CURATED FROM
Culture isn't what you say, it's what you do.
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The culture of a company is the norms and values that are developed, including behavior, language used by the staff, the daily business processes. Culture is, therefore, a set of practices already anchored in the habits of the organization. So, as a newcomer in the company, not thinking, acting, ...
When most companies try to improve their culture, they focus on the negative aspects and try to improve them. Although this may sound reasonable, the opposite approach is more successful.
Having a shared culture (created by us) is one of the reasons for our possibility to connect with each other. This culture is formed by the pieces of information related to our group values, how the members conduct themselves, and where they want to go: companies, families, movements etc, all ha...
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