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 be better, not perfect.

What Culture Is

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, you’ve created a new culture. Meanwhile, as business conditions shift and your strategy evolves, you have to keep changing your culture accordingly. The target is always moving. Culture isn’t a magical set of rules that makes everyone behave the way you’d like.

What Culture Is Not

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.

Creating A Company Culture

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 decisions when you’re not there. It’s the set of assumptions your employees use to resolve the problems they face every day. It’s how they behave when no one is looking. If you don’t methodically set your culture, then two-thirds of it will end up being accidental, and the rest will be a mistake.

The Effect Of Culture

<ol><li>Keep what works.</li><li>Create shocking rules</li><li>Dress for success.</li><li>Incorporate outside leadership.</li><li>Make decisions that demonstrate cultural priorities</li><li>Walk the talk.</li><li>Make ethics explicit.</li></ol>Culture is a consequence of actions rather than beliefs, so it almost never ends up exactly the way you intend it. This is why it’s not a “set and forget it” endeavour. You must constantly examine and reshape your culture or it won’t be your culture at all.

The Seven Key Tactics

Here are the rules for writing a rule so powerful it sets the culture for many years: <ul><li>It must be memorable. If people forget the rule, they forget the culture. </li><li>It must raise the question “Why?” Your rule should be so bizarre and shocking that everybody who hears it is compelled to ask, “Are you serious?” </li><li>Its cultural impact must be straightforward. The answer to the “Why?” must clearly explain the cultural concept. </li><li>People must encounter the rule almost daily. If your incredibly memorable rule applies only to situations people face once a year, it’s irrelevant</li></ul>

The Rules Of Writing A Rule

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 value is merely a belief, but virtue is a belief that you actively pursue or embody. The reason so many efforts to establish “corporate values” are basically worthless is that they emphasize beliefs instead of actions. What you believe means nearly nothing. What you do is who you are.

The Way Of The Warrior: Bushido 

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. They all worked together as a system, balancing one another in a way that made it very difficult for any individual virtue to be misunderstood or misused. The Samurai required everyone to study the code, commit it to memory and live it every day.

The Samurai Code: Eight Virtues

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 is not through what your managers tell you, but through how new employees behave. What behaviours do they perceive will help them fit in and get ahead? That’s your company’s culture.

Your Own Perspective on The Culture Is Not that Relevant

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 bilateral relationship that gave him significant responsibilities.  Inclusion: Rather than treating conquered aristocratic leaders with special care and enslaving the rank and file, he executed the aristocrats and incorporated the soldiers into his army.

Genghis Khan: How He Conquered The East

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 actually be implemented.

Design Your Culture

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 cannot just copy and paste a culture you like.

Culture Is Always Relevant

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 elements, you have to add them. Finally, you have to pay close attention to your people’s behaviour, but even closer attention to your own. How is it affecting your culture? Are you being the person you want to be? That is what it means to create a great culture. That is also what it means to be a leader.

Bottom Line: Creating A Great Culture Is Real Leadership

Culture isn't what you say, it's what you do.

Ben Horowitz, a leading venture capitalist, modern management expert, and New York Times bestselling author, combines lessons both from history and from modern organizational practice with practical and often surprising advice to help executives build cultures that can weather both good and bad times. Ben Horowitz has long been fascinated by history, and particularly by how people behave differently than you’d expect. The time and circumstances in which they were raised often shapes them—yet a few leaders have managed to shape their times. In What You Do Is Who You Are, he turns his attention to a question crucial to every organization: how do you create and sustain the culture you want? To Horowitz, culture is how a company makes decisions. It is the set of assumptions employees use to resolve everyday problems: should I stay at the Red Roof Inn, or the Four Seasons? Should we discuss the color of this product for five minutes or thirty hours? If culture is not purposeful, it will be an accident or a mistake. What You Do Is Who You Are explains how to make your culture purposeful by spotlighting four models of leadership and culture-building—the leader of the only successful slave revolt, Haiti’s Toussaint Louverture; the Samurai, who ruled Japan for seven hundred years and shaped modern Japanese culture; Genghis Khan, who built the world’s largest empire; and Shaka Senghor, a man convicted of murder who ran the most formidable prison gang in the yard and ultimately transformed prison culture. Horowitz connects these leadership examples to modern case-studies, including how Louverture’s cultural techniques were applied (or should have been) by Reed Hastings at Netflix, Travis Kalanick at Uber, and Hillary Clinton, and how Genghis Khan’s vision of cultural inclusiveness has parallels in the work of Don Thompson, the first African-American CEO of McDonalds, and of Maggie Wilderotter, the CEO who led Frontier Communications. Horowitz then offers guidance to help any company understand its own strategy and build a successful culture. What You Do Is Who You Are is a journey through culture, from ancient to modern. Along the way, it answers a question fundamental to any organization: who are we? How do people talk about us when we’re not around? How do we treat our customers? Are we there for people in a pinch? Can we be trusted? Who you are is not the values you list on the wall. It’s not what you say in company-wide meeting. It’s not your marketing campaign. It’s not even what you believe. Who you are is what you do. This book aims to help you do the things you need to become the kind of leader you want to be—and others want to follow.

corporateculture

Corporate Culture

business

Business

books

Books

leadershipandmanagement

Leadership & Management

Ben Horowitz, a leading venture capitalist, modern management expert, and New York Times bestselling author, combines lessons both from history and from modern organizational practice with practical and often surprising advice to help executives build cultures that can weather both good and bad times. Ben Horowitz has long been fascinated by history, and particularly by how people behave differently than you’d expect. The time and circumstances in which they were raised often shapes them—yet a few leaders have managed to shape their times. In What You Do Is Who You Are, he turns his attention to a question crucial to every organization: how do you create and sustain the culture you want?To Horowitz, culture is how a company makes decisions. It is the set of assumptions employees use to resolve everyday problems: should I stay at the Red Roof Inn, or the Four Seasons? Should we discuss the color of this product for five minutes or thirty hours? If culture is not purposeful, it will be an accident or a mistake.What You Do Is Who You Are explains how to make your culture purposeful by spotlighting four models of leadership and culture-building—the leader of the only successful slave revolt, Haiti’s Toussaint Louverture; the Samurai, who ruled Japan for seven hundred years and shaped modern Japanese culture; Genghis Khan, who built the world’s largest empire; and Shaka Senghor, a man convicted of murder who ran the most formidable prison gang in the yard and ultimately transformed prison culture.Horowitz connects these leadership examples to modern case-studies, including how Louverture’s cultural techniques were applied (or should have been) by Reed Hastings at Netflix, Travis Kalanick at Uber, and Hillary Clinton, and how Genghis Khan’s vision of cultural inclusiveness has parallels in the work of Don Thompson, the first African-American CEO of McDonalds, and of Maggie Wilderotter, the CEO who led Frontier Communications. Horowitz then offers guidance to help any company understand its own strategy and build a successful culture. What You Do Is Who You Are is a journey through culture, from ancient to modern. Along the way, it answers a question fundamental to any organization: who are we? How do people talk about us when we’re not around? How do we treat our customers? Are we there for people in a pinch? Can we be trusted? Who you are is not the values you list on the wall. It’s not what you say in company-wide meeting. It’s not your marketing campaign. It’s not even what you believe. Who you are is what you do. This book aims to help you do the things you need to become the kind of leader you want to be—and others want to follow.

Ben Horowitz is the cofounder and general partner of Andreessen Horowitz, a Silicon Valley-based venture capital firm that invests in entrepreneurs building the next generation of leading technology companies. The firm's investments include Airbnb, GitHub, Facebook, Pinterest, and Twitter. Previously, he was cofounder and CEO of Opsware, formerly Loudcloud, which was acquired by Hewlett-Packard for $1.6 billion in 2007. Horowitz writes about his experiences and insights from his career as a computer science student, software engineer, cofounder, CEO, and investor in a blog that is read by nearly 10 million people. He has also been featured in the Wall Street Journal, the New York Times, the New Yorker, Fortune, the Economist, and Bloomberg.

Ben Horowitz

What You Do Is Who You Are

What’s the biggest opportunity for human resources this year? In a recent survey of 500 HR leaders, our peers had a definitive answer: engagement. It’s one of many reasons the Great Resignation or the Great Reevaluation has evolved into the Great Reengagement. It’s a more proactive approach to minimizing the impact that nearly 5 million people quitting their jobs are having on the workforce and, quite frankly, the world.

The Great Reengagement

Every manager and department should have the autonomy to set their team meetings and run them as they wish. This necessary autonomy, however, could result in varying meeting cadences, formats, and goals. An easy way to provide some consistency—to ensure everyone is making the most of this valuable engagement opportunity—is to provide sample schedules and topics teams can meet about.From there, managers should have the freedom to tailor their meetings to their team’s culture.

Go To The Source

One of the biggest risks to engagement is an employee feeling disconnected from the wider group and/or broader company initiatives. When employees feel that they are the last to know about something, morale suffers. Many successful employee-experience (EX) programs are a dual effort of HR and marketing.

Team Up With Marketing

One HR and marketing initiative that is proven to increase employee engagement and even a company’s brand and employer awareness is an employee advocacy program. By having a portal—or one from a vendor that provides the software—employees can see all the company’s news and content and have pre-written social captions to use for their own social posts.As a result, employees feel connected, and the employer grows its brand.

The Employee Advocacy Program

Engagement Teams don’t only manage internal communications to ensure employees are well informed, they can also identify the best training programs, onboarding paths, wellness initiatives, benefits communications, contests, surveys, and performance review processes. An engagement team is invaluable for training the entire company on the importance of employee engagement and truly live it each day. If there was ever a time to make the case for an engagement team, it’s now.

Create An Engagement Team

Often referred to as <a href="https://www.fastcompany.com/90715052/how-to-conduct-a-stay-interview-with-your-employees-and-why-you-should">stay interviews</a>, engagement interviews can help managers have open conversations with their team about what’s working and what’s not. Run completely outside of performance reviews and formal processes, engagement interviews are candid conversations between a manager and their teammate to identify areas of opportunity, areas of concern, and areas each person can improve on to have a successful relationship and career trajectory.

Engagement Interviews

To properly use engagement interviews for engagement—and not a bureaucratic ploy—HR (or an engagement team) can arm managers with the types of questions that work well in these engagements such as:<ul><li>What do you look forward to when you come to work each day?</li><li>What do you like most or least about working here?</li><li>What keeps you working here?</li><li>If you could change something about your job, what would that be?</li><li>What would you like to learn here?</li><li>What motivates (or demotivates) you?</li><li>What can I do to best support you?</li><li>What can I do more of or less as your manager?</li></ul>

The Engagement Interview Questions

One of the reasons for resignation and reassessment is people want to feel that their work matters—in their lives, in their communities, in their companies. With all the health, economic, and political turmoil of the last few years, this reassessment came from employees taking stock of what matters most to them. Employers need to address those questions proactively through the lens of reengagement.

Connect with Core Values to Encourage a Greater Sense of Belonging

A <a href="https://www.isolvedhcm.com/resource-center/collateral/voice-of-the-workforce-what-employees-say-they-really-want">third of employers</a> don’t give employees the opportunity to connect to the causes they care about, despite employees looking favourably upon companies that do. At its core, engagement is about providing a sense that someone belongs. By giving employees the opportunity to show the types of groups and causes to which they belong—through corporate giving and volunteering programs—they could feel like they belong at work as well.

Give Employees Opportunities To  Flourish

A single system for all work functions is the top technology <a href="https://www.isolvedhcm.com/resource-center/collateral/voice-of-the-workforce-what-employees-say-they-really-want">employees say</a> they are missing to do their jobs most effectively. While all of the engagement initiatives described here are proven to be successful, they will all fall flat unless employees are given the tools to access what they need in a single system without requiring myriad passwords and having to log into this system for this and that system for that.HR and business leaders must think and re-think how to consolidate siloed systems into a single source of truth for employees.

Provide a Single Source of Truth

The biggest opportunity for leaders this year has evolved out of the Great Resignation.


humanresources

Human Resources

Leaders: Get ready for the ‘Great Reengagement’

Employee monitoring has existed for a while in various guises, from timekeeping on factory floors to the collection of worker data in heavily regulated industries, such as finance. However, surveillance software, often clandestine in nature, has begun to creep further into white-collar jobs amid the pandemic – and it’s spread to sectors that traditionally haven’t required the scrupulous tracking of workers.

Tracking Workers

Workers have been tracked in their jobs for decades. From surveillance on shop floors to monitoring in call centres, bosses have long used technology to help monitor employees – whether it’s for security or performance-related reasons. As remote and hybrid working patterns are increasingly becoming the norm, employers are seeking to manage output and teams through monitoring software in response. While this can help enable out-of-office collaboration, in some cases, such surveillance tools can also be implemented through the paranoia that workers won’t do their job away from the boss’s gaze.

Working From Home Under Surveillance

The pandemic has triggered a widespread surge in employee monitoring. As teams began working from home, some bosses leveraged surveillance software to keep tabs on productivity. A December 2021 survey of more than 2,209 workers in the UK showed that 60% believed they had been subject to some form of surveillance and monitoring at their current or most recent job, compared to 53% in 2020.Such monitoring tools have only grown in prevalence – even as large swaths of the workforce have returned to the office on a full- or part-time basis.

Monitoring Work During The Pandemic

Surveillance software has been installed on work computers, with or without employee knowledge. Dubbed by some as ‘bossware’, various programs can log keystrokes, take screenshots and surreptitiously activate employees’ webcams while working from home. Often, this technology runs undetected, meaning workers can be unaware that their boss is effectively spying on them. And as remote work has flourished, so too has surveillance. For example, employees at investment banks have complained that return-to-office policies are being covertly enforced through their card swipes and attendance data.

Special Snooping Software

<ul><li>The rapid rise of employee monitoring has chipped away at employee-employer relationships.</li><li>As surveillance has ticked up, so has worker mistrust: according to a recent survey of 2,000 remote and hybrid US employees, 59% reported feeling stress or anxiety about their employer surveying their online activity.</li></ul>

The Effect Of Snooping On Employees

Workforce monitoring continues to increase amid remote work, with no signs of slowing. Is surveillance the new norm?

remotework

Remote Work

career

Career

The employee surveillance that fuels worker distrust

A system is an interconnected set of elements that is coherently organized in a way that achieves something . These systems must be comprised of three things: <ul><li class="ql-align-justify">Elements </li><li class="ql-align-justify">Interconnections </li><li class="ql-align-justify">Function/purpose</li></ul>

What Is A System?

<ol><li>Elements of your digestive system include teeth, enzymes, stomach, & intestines. The function of this system is to break down food into its basic nutrients & transfer it into the bloodstream while discarding the waste. </li><li>A football team is a system with elements such as players, coach, field, & ball. Its interconnections are the rules of the game, the coach's strategy, the players' communications, & the laws of physics that govern the motions of ball & players. Its purpose is to win, have fun, make money, get exercise or all of the above. </li></ol>

Examples Of A System 

<ol><li>Can you identify parts?</li><li>Do the parts affect each other?</li><li>Do the parts together produce an effect that is different from the effect of each part on its own?</li><li>Does the effect, the behavior over time, persist in a variety of circumstances? </li></ol>

How To Spot A System 

A stock is the foundation of any system. Stocks are the events of the system that you can see, feel, count, or measure at any given time. Stocks change over time due to the actions of a flow. Flows are filling & draining, bidirectional outcome cycles. A stock, then, is the present memory of the history of changing flows within the system.

Stocks & Flows  

Systems thinkers use graphs of system behavior to understand trends over time, rather than focusing attention on individual events. We also use behavior-over-time graphs to learn whether the system is approaching a goal or limit, and if so, how quickly. The variable on the graph is often a stock or a flow.

Reading Systems 

A stock takes time to change, because a flow takes time to flow

Changes In Stocks & Flows

Change how you see your organizational structure 

In the years following her role as the lead author of the international bestseller, Limits to Growth—the first book to show the consequences of unchecked growth on a finite planet— Donella Meadows remained a pioneer of environmental and social analysis until her untimely death in 2001. Thinking in Systems, is a concise and crucial book offering insight for problem solving on scales ranging from the personal to the global. Edited by the Sustainability Institute’s Diana Wright, this essential primer brings systems thinking out of the realm of computers and equations and into the tangible world, showing readers how to develop the systems-thinking skills that thought leaders across the globe consider critical for 21st-century life. Some of the biggest problems facing the world—war, hunger, poverty, and environmental degradation—are essentially system failures. They cannot be solved by fixing one piece in isolation from the others, because even seemingly minor details have enormous power to undermine the best efforts of too-narrow thinking. While readers will learn the conceptual tools and methods of systems thinking, the heart of the book is grander than methodology. Donella Meadows was known as much for nurturing positive outcomes as she was for delving into the science behind global dilemmas. She reminds readers to pay attention to what is important, not just what is quantifiable, to stay humble, and to stay a learner. In a world growing ever more complicated, crowded, and interdependent, Thinking in Systems helps readers avoid confusion and helplessness, the first step toward finding proactive and effective solutions.

The classic book on systems thinking—with more than half a million copies sold worldwide! "This is a fabulous book... This book opened my mind and reshaped the way I think about investing."—Forbes "Thinking in Systems is required reading for anyone hoping to run a successful company, community, or country. Learning how to think in systems is now part of change-agent literacy. And this is the best book of its kind."—Hunter Lovins In the years following her role as the lead author of the international bestseller, Limits to Growth—the first book to show the consequences of unchecked growth on a finite planet—Donella Meadows remained a pioneer of environmental and social analysis until her untimely death in 2001. Thinking in Systems is a concise and crucial book offering insight for problem solving on scales ranging from the personal to the global. Edited by the Sustainability Institute’s Diana Wright, this essential primer brings systems thinking out of the realm of computers and equations and into the tangible world, showing readers how to develop the systems-thinking skills that thought leaders across the globe consider critical for 21st-century life. Some of the biggest problems facing the world—war, hunger, poverty, and environmental degradation—are essentially system failures. They cannot be solved by fixing one piece in isolation from the others, because even seemingly minor details have enormous power to undermine the best efforts of too-narrow thinking. While readers will learn the conceptual tools and methods of systems thinking, the heart of the book is grander than methodology. Donella Meadows was known as much for nurturing positive outcomes as she was for delving into the science behind global dilemmas. She reminds readers to pay attention to what is important, not just what is quantifiable, to stay humble, and to stay a learner. In a world growing ever more complicated, crowded, and interdependent, Thinking in Systems helps readers avoid confusion and helplessness, the first step toward finding proactive and effective solutions.

Donella Meadows

Thinking in Systems

Regrets are the only thing which holds a person without considering their health, wealth, knowledge or social status. We all have regrets burried deep inside.

We All Have Regrets.

There are 4 types of regrets.1. Foundation regrets2. Moral regrets3. Boldness regrets4. Connection regrets If anyone is saying they don't have regrets, they are simply lying. In this world everyone of us have regrets - either small or big. The small ones doesn't bother us all the time or in our entire life but the big one does.

Types of regrets 

The key sentence is...."if only I'd done the work"​It includes the things we had done in the past which we should not done. Like if only we worked more Hardly in studies or in business etc.

Foundation Regret

The key sentence is..."if I'd taken the chance"​This category involves the things we didn't done in the past. Like if I'd expressed myself, if I'd tell them, if I'd stand for myself..etc.

Boldness Regrets 

The key sentence is..."if only I'd done the right things"​This category involves the things we did in the past which we shouldn't done, which are morally bad. Like...If i didn't bullied anyone, if i didn't steal the things...etc.

Moral Regrets

The key sentence is..."if I'd reached out"​This category involves the efforts we didn't made. Like if I'd gave the effort to let the friendship as it is, if we didn't fight, if we spent some more time...in any kind of relationship the efforts we didn't make or the initiative we didn't take.

Connection Regrets

We should learn from our regrets and should correct them in order to live freely from a particular type of regret. I do also have these regrets in me. I'm learning and I have learnt how to rectify them, accept them, and learn from them, and how to correct them.

Avoid Regrets

These ideas help me in understanding regrets. It also helped me in understanding the pros and cons of regrets and how to deal with them

TED Talks are influential videos from expert speakers on education, business, science, tech and creativity, with subtitles in 100+ languages. Ideas free to stream and download.

communication

Communication

startup

Startups

scienceandnature

Science & Nature

TED: Regrets

Starts with where do you see yourself at the end of your life and also with whom do you end. It could be your funeral or your last moments in the workplace.There may arrive Defense Secretary, Politicians, HNIs and other corporate leaders. Not only them but even your rivals would be mourning for getting such a great competitier.

Where To Begin With The End In The Mind ?

"There are always two sides of a cloud: Bright and Dark, assemble the flexibility to pierce into both of the regions, similar like a ray of a light."

Mangement is doing things right, Leadership is doing right things. Leadership comes first, then anagement.Management is the efficiency to climb a ladder but leadership is the ability to check whether the ladder is against the right wall.

2 Greatest Creation : Leadership & Management

Security :  It represent your sense of worth, your identity, emotional anchorage, your self esteem and your basic for strength.Guidance: It is the moment by moment decision-making and also doing which affects our farther decisions.

Pin On Circle Of Indlunece

Wisdom : It is your perspective on life since you are of balance, your understanding of how the various parts and principal supply and relate to each other.Power : It is the capacity to act, strength and potency to make choices and decisions, also it includes the capacity to overcome deeply embedded habits and to cultivate high and more effective habits.Security and clear guidance brings true wisdom and wisdom becomes the spark or catalyst to release power.

Deep In The Circle Of Influence 

Organizational Mission statements are necessary for personality exposure. These statements require time, patience, involvement, skill and empathy.A CHEMICAL Grad Professional has embedded a mission statement of lowering down the cost for the industrial operations and avoiding accidents.Squeezing the work schedule and pleasuring out time saving data for the client is the mission statement of a Content riter.

Era Of Mission STATEMENTS

"The leader among the Apes is the one who climbs the tallest tree, surveys the situation and yells "Wrong jungle !!!"

For use in schools and libraries only. A leading management consultant outlines seven organizational rules for improving effectiveness and increasing productivity at work and at home.

motivationandinspiration

Motivation & Inspiration

strategy

Strategy

education

Learning & Education

The 7 habits of highly effective people is recognised as one of the most influential books ever written. In this seminal work, Stephen R. Covey presents a holistic, integrated, principle-centred approach for solving personal and professional problems. With penetrating insights and pointed anecdotes, Covey reveals a step-by-step pathway for living with fairness, integrity, honesty and human dignity -- principles that give us the security to adapt to change, and the wisdom and power to take advantage of the opportunities that change creates. The 7 Habits have become so famous because they work. From Habit 1: Be Proactive and Habit 2: Begin with the End in Mind, millions of People have worked their way through the 7 and found in them a key to transforming their lives. This book has been the key to the success of legions of business leaders and individuals the world over.

Stephen R. Covey is an accomplished writer whose work has resonated with readers around the world. Stephen R. Covey has published several books that explore a range of topics, from fiction to nonfiction, and has received critical acclaim for the ability to weave compelling narratives. Stephen R. Covey's writing style is known for its depth and authenticity, and has earned quite a loyal following of readers.

Stephen R. Covey

The 7 Habits of Highly Effective People

Narratives strengthen organizations. They build trust, enhance reputation, and move people into action. Narratives can clarify a shared vision, align teams around a common purpose, and strengthen culture. The strongest organizational narratives start with strategic analysis and result in creative ideas.

Stories help us make sense of the world

For a narrative to improve reputation, it should tell stories in three areas:<ul><li>What we do well</li><li>What competitors don’t do as well</li><li>What our audiences care about</li></ul> To find answers and put the narrative in motion:<ul><li>Identify which stakeholders to involve at each stage of the narrative development process.</li><li>Invite colleagues with the skills and authority to manage the narrative process from start to finish.</li><li>Invite leaders to describe their vision, strategy, and priorities. Ask for specific stories, examples and proof points.</li></ul>

Define the story worth telling

Distil three or four main stories. The more focused the narrative, the more likely audiences will associate a brand with these ideas. To identify three or four core storylines:<ul><li>Quickly craft possible narrative directions</li><li>Choose a subset to test.</li><li>Test early headlines, themes, and messages for resonance, authenticity, and differentiation.</li><li>Convene a diverse array of new reviewers for focus groups or one-on-one interviews.</li><li>Ask reviewers to share tangible examples that bring ideas to life. </li></ul>

Distill the story lines

Once the narrative is final and approved, share it within the company in inspiring ways. <ul><li>Ask executives, upper-level managers, business resource group leads, advisers, and others to help craft a successful rollout plan. </li><li>Engage managers on how to make the narrative real for their teams. </li><li>Start a broader rollout for all colleagues to connect them with the larger company story.</li><li>Share the narrative externally through images, videos, recordings, and other creative campaigns.</li></ul>

Deliver the narrative, so it drives sustained and meaningful action

How to use storytelling to build culture

Here are five of the most interesting and useful strategies I've found and highlighted recently. The science suggests that if you want to do right by your kids, you should probably do these things.Here are five of the most interesting and useful strategies I've found and highlighted recently. The science suggests that if you want to do right by your kids, you should probably do these things.By Bill Murphy Jr.

Want to Raise Successful Kids? Science Says These 5 Habits Matter

Make your kids do chores. They might not love the idea to start with, but research has proven that kids who did self-care and other-care chores were in fact more likely to exhibit better academic performances and problem-solving skills.

1. Make them do chores.

Teaching kids to say "please" when they ask for something can reinforce their tendency to be polite, which makes them more persuasive when they're older. Teaching them to say "thank you" habitually encourages gratitude, which stimulates happiness and makes stress easier to deal with.And teaching them to say "you're welcome" reinforces confidence by emphasizing that the things they do for others are worthy of thanks. (This is especially true when you juxtapose "you're welcome" with other things people say in response to "thank you," like "no worries!" or "no problem!")

2. Teach them to be polite.

Children who develop emotional intelligence also develop a higher chance of graduating, getting a good job, and just being happy.There are many things you can do to develop emotional intelligence, but at the outset, model your good thinking and use of emotions for them, ask them for their ideas, and try not to judge.Oh, and remember that kids are just that: kids. It's unfair often to expect them to react and respond to things like adults would (or at least, should!).

3. Work on their emotional intelligence.

Wait, what? Tell them to play video games?Yes, indeed. A new study out of Europe that used a "massive" amount of data determined that kids who spend an above-average amount of time playing them wind up with higher IQs than kids who spend their screen time watching videos or scrolling through social media.Kids today spent a massive amount of time glued to screens, on average. This study of 5,000 children at least suggests that if they're going to be using screens that much, the higher the percentage of that time they spend on video games, the better.

4. Steer them toward video games.

Passion is predictive of whether kids are successful; while mindset and grit might help young people to continue attempting to succeed, it was passion that best predicted whether they actually would.So, when kids are kids, let them explore different things to determine the ones that they're truly passionate about. That's where they're most likely to become the absolute best in their field.

5. Help them figure out their passion(s).

“The path of development is a journey of discovery that is clear only in retrospect, and it’s rarely a straight line.”-Eileen Kennedy-Moore

Quote on Child Development

5 Science Based Habits for Raising Successful Children

The science suggests that if you want to do right by your kids, you should probably do these things.

personaldevelopment

Personal Development

Want to Raise Successful Kids? Science Says These 5 Habits Matter, Bigtime

You might be considering your career. You may be wondering if you should change jobs or careers or take advantage of new opportunities. Then read on! I'll explain how people view their careers and why they work in certain situations. Perhaps one fits your future plans.

How to Think About Your Career

Marathons are long and hard, but they’re rewarding. You have to train for many months (maybe years) before running one, then cross over 26 miles of ground in a single day. It’s not an easy feat by any means, but the end result is an accomplishment you can be proud of. If you’ve ever run a marathon or wanted to run one someday, chances are good that this analogy resonates with you — it just doesn’t make sense to start training without knowing what motivates you!

Think of your career as a marathon

Your career is a business, which is important to remember. You're the CEO, owner, and employee, all at once.As CEO, you're responsible for making your team and customers want to work with you and buy your products/services. This means setting and achieving goals.Owner, If someone else owns a business like yours, they can control how much money they make if they stay competitive in "the market." As the owner, it's your job to come up with ideas and implement them so people will want what it provides or find it convenient when buying something similar or related.

Think of your career as a business

You're the gardener, responsible for your career's growth. It's your job to plant good seeds. You can't control everything (like the weather), but you can water and fertilise them. Investing time and energy in your career will pay off.

Think of your career as a garden

To be successful, plan your career strategically. People often make career decisions when they're young or old, but there are some common threads that can help you get started. If you're wondering what your next step should be or just want to know how people think about their careers, here are some tips.

Career planning is fluid

I hope this article has helped you think about your career as a personal asset. As we’ve discussed, the way that you think about your career can help define how successful it is and what goals you achieve. This can be especially important for those who are just beginning their careers or changing jobs and finding themselves in a new position with different responsibilities. The more prepared you are to handle these changes, the easier they will be!

Conclusion

You may be thinking about your career right now and wondering if you should change jobs or careers, or if there are any new opportunities you should take advantage of. If so, this stash is for you! 

You may be thinking about your career right now. You might be wondering what you want to do if you should change jobs or careers, or if there are any new opportunities you should take advantage of…

The people you surround yourself with and work with will define your Net-worth in 2022. Always remember, Network is your Net-worth. It doesn’t matter if you are a corporate employee or a freelancer, the only way to earn more is through networking.

Your Network Is Your Networth!

<ul><li>People will network with you when they realize what value you can bring to the table.</li><li>Learn from the experienced and valuable people around you.</li></ul>

Be a Person of Value

<ul><li>In the first meeting with a successful person, go with no Agenda.</li><li>Focus on the bonding.</li><li>Implement the ‘No asshole’ rule.</li><li>Be a friend, then break the ice.</li></ul>

Meeting Hacks

<ul><li>It’s Okay to give more importance to others and learn from them.</li><li>Don’t hesitate to ask questions.</li><li>Demonstrate curiosity.</li><li>It will help you find more opportunities in different industries.</li></ul>

Always be curious

<ul><li>Always send an appreciation message/email after your first meeting.</li><li>Focus 50% on bonding and 50% on discussing career/business perspectives.</li><li>It will help you know if you can work with the person for a longer period.</li></ul>

Appreciation

<ul><li>Always execute fast after the meeting regarding what has been discussed in the meeting.</li><li>It shows your interest and how focused you are on making things happen.</li></ul>

Fast execution strength

<ul><li>Collaboration is the key to growth.</li><li>LinkedIn and Twitter are the Networking weapons of 2022.</li></ul>

Tips

These ideas are the spot on ways to increase your network and eventually your network is your networth.

The people you surround yourself with and work with will define your Net-worth in 2022. Always remember, Network is your Net-worth. It doesn’t matter if you are a corporate employee or a freelancer, the only way to earn more is through networking. In this blog, I will discuss Networking hacks to use in 2022 to

Networking Hacks of 2022 🔥🔥🔥

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