I was thinking about Baskin-Robbins recently while working with clients on key questions about how to sustain organizational transformation for their workplace cultures. They asked, How do we sustain the changes we are putting in place? What do organizations do to reinforce their cultural standards? I held up the Baskin-Robbins
Sooner or later, each of us is going to say or communicate something that is hurtful, insensitive, or just plain stupid. Over the course of a business lifetime, this will occur on more than just a few occasions. To be clear, I’m not talking about the grossly out-of-bounds acts and
A while back, I was at a social event with a group of friends. As I was leaving, one of them, a colleague and friend I have known more than 10 years, made a painful ethnic comment to me. I knew he meant nothing by it and I winced –
One patient has died. Two healthcare providers have been infected with the ebola virus in Texas. It’s too early to know for sure what happened, but somewhere there is a “learning” issue that needs attention. Last night, Texas Health Presbyterian Hospital announced that it had given its staff mandatory training and that
A recent Gallup survey found that 70% of American workers are “not engaged” or “actively disengaged” and are emotionally disconnected from their workplaces. These findings are troubling because high levels of engagement translate into better productivity, creativity, retention, and reputation, the not-so-secret-sauces of excellence and competitive advantage. The report includes suggestions on
Humans make quick decisions. We react reflexively to strange, threatening, and potentially life-threatening situations. It’s part of how we survive. Less dramatically but more frequently, we have routine interactions where we meet someone and later realize we’d gotten a “good” or “bad” impression about that person. Maybe this “feeling” translated
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