Culture is complex. By its very definition, “culture” is almost unreasonably complicated — read just a few lines in a dictionary, and you’ll quickly trip over phrases like “manifestations of human achievement regarded collectively.”

Oof. Complex.

The intricate nature of “culture” itself is actually one of its largest challenges, as its complexity makes it difficult for organizational leaders to know exactly what to DO with it.

That’s why, if we truly want to understand how to understand and impact the culture of an organization, leaders ought to forget about “culture” — and focus on something else entirely…

>>> READ THE REST IN CULTURATI MAGAZINE

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The idea of having “company values” is nothing new. In fact, these days, it’s downright rare to come across and organization without them, even if the organization is very small.

But the near-ubiquitousness of company values seems to be equally matched with the unsureness leaders have around how to actually make them useful in practice.

Put another way…

Everyone has them, but no one knows what to do with them in a day-to-day kind of way. This is because most organizations have two fatal flaws in the way they think about, create and execute company values…

>>> READ THE REST ON FORBES

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It’s one of the most common complaints I hear from leaders about the workplace, though it comes in a variety of forms and phrases…

“People just don’t do what they’re supposed to do.”

“We have an accountability problem.”

“I don’t WANT to ‘manage’ people, but I feel like I HAVE to.”

But these things are like sinus congestion, body aches, and a fever — they are simply symptoms of the underlying disease: “Congrats, you have the flu!”

In our workplaces, we might call the above statements symptoms of Neverland Disease…

>>> READ THE REST RIGHT HERE

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