Organizational Development Quotes

Every time I read a management or self-help book, I find myself saying, “That’s fine, but that wasn’t really the hard thing about the situation.” The hard thing isn’t setting a big, hairy, audacious goal. The hard thing is laying people off when you miss the big goal. The hard thing isn’t hiring great people. The hard thing is when those “great people” develop a sense of entitlement and start demanding unreasonable things. The hard thing isn’t setting up an organizational chart. The hard thing is getting people to communicate within the organization that you just designed. The hard thing isn’t dreaming big. The hard thing is waking up in the middle of the night in a cold sweat when the dream turns into a nightmare.

Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

You can’t sell it outside if you can’t sell it inside.

The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.

Growing a culture requires a good storyteller. Changing a culture requires a persuasive editor.

When you’re a manager, you work for your company. When you’re a leader, your company works for you.

Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.

The first step to solving any problem is to accept one’s own accountability for creating it.

Work/life balance is not about escaping work. It’s about living exactly the way you want to when you’re at work.

I need to make money. I need to write today. I need to clean the bathroom. I need to eat something. I need to quit sugar. I need to cut my hair. I need to call Verizon. I need to savor the moment. I need to find the library card. I need to learn to meditate. I need to try harder. I need to get that stain out. I need to find better health insurance. I need to discover my signature scent. I need to strengthen and tone. I need to be present in the moment. I need to learn French. I need to be easier on myself. I need to buy organizational storage units. I need to call back. I need to develop a relationship with a God of my understanding.

What first separates a leader from a normal human being? A leader knows who they are as a human being.

True leaders live their values everywhere, not just in the workplace.

Each creature is a unique piece of art to be respected and believed in. once we realise this, equality follows.

When rewards come from an external source instead of an internal source, they’re unreliable, which means they’re dangerous if you grow to depend on them.

The first step out of the gate has to be knowing where you want to end up. What do you really want from your company?

The worst thing in your own development as a leader is not to do it wrong. It’s to do it for the wrong reasons.

Values are the individual biases that allow you to decide which actions are true for you alone.

Values are deeply held personal beliefs that form your own priority code for living.

A manager’s emotional commitment is the ultimate trigger for their discretionary effort, worth more than financial, intellectual & physical commitment combined.

The myth of management is that your personal values are irrelevant or inappropriate at work.

Being relevant to your customers only when you’re trying to sell something means choosing to be irrelevant to them for the rest of the time.

Success means: I want to know the work I do means something to somebody and helps make the world, if not a Better place, not a worse one.

It’s impossible for a company to get what it wants most if managers have to make a choice between their own values and company priorities.

Your values are your essence: an undistorted mirror showing you at your pure, attractive best.

Success for Managers means: I want to be in healthy relationships. I want a real connection with people I spend so much time with.

Careful now: even a financially rewarding, intellectually stimulating work environment isn’t the same as living your own values.

When business leaders talk about the next quarter, they ought to sometimes be talking about the next quarter century.

Give today to get better tomorrow.

A company can’t buy true emotional commitment from managers no matter how much it’s willing to spend; this is something too valuable to have a price tag. And yet a company can’t afford not to have it.

Human behavior is only unpredictable and dangerous if you don’t start from humanity in the first place.

You can stuff yourself with emotional fulfillment until it’s dribbling down your chin & your ego will quickly chomp it down and demand more.

Try not to take this the wrong way, but your brain is smarter than you are.

You don't have to fear your own company being perceived as human. You want it. People don't trust companies; they trust people.

There will be plenty of other problems in the future. This is as good a time as any to get ahead of them.

The economy is in ruins! Bottom line? Good management will defeat a bad economy.

Leadership creates performance in people because it impacts willingness; it’s a matter of modeling, inspiring, and reinforcing.

Any expert will tell you that if you want emotionally committed relationships then people must be allowed to be true to who they are.

When you don’t know what true for you, everyone else has unusual influence.

Let’s get right on top of the bottom line: You must live your personal values at work.

Why live my personal values at work? This is an excellent question to ask. If your attorneys are planning an insanity defense.

This is your one and only precious life. Somebody’s going to decide how it’s going to be lived and that person had better be you.

Management controls performance in people because it impacts skills; it’s a matter of monitoring, analyzing and directing.

Companies should be the best possible place to practice fulfillment, to live out values and to realize deep connectivity and purpose.

When you’re not on your own agenda, you’re prey to the agenda of others.

There is no check-box for ethical leadership. It is an ongoing individual and organizational journey. We will never know everything that there is to know.

Resistance to change should be a thing of the past if we could develop growth mindsets and create organizations with growth cultures.

When she tells you her problems she is not moaning, she trusts you.

Growth responds to Structure whether organizational or personal. Build a structure for your life if you must grow

If you lead an organization or a team, success begins with WHAT FOR?

Here’s what you need to know most about leadership: Lead your own life first. The only thing in this world that will dependably happen from the top down is the digging of your grave.

The travails of being an employee include not only uncertainty about the duration of one's employment, but also the humiliation of many working practices and dynamics. With most businesses shaped like pyramids, in which a wide base of employees gives way to a narrow tip of managers, the question of who will be rewarded - and who left behind - typically develops into one of the most oppressive of the workplace, and one which, like all anxieties, feeds off uncertainty. Because achievement in most fields is difficult to monitor reliably, the path to promotion or its oppositie can acquire an apparently haphazard connection to results. The succesful alpinist of organizational pyramids may not be the best at their jobs, but those who have best mastered a range of dark political arts in which civilized life does not usually offer instruction.

Many of the cataclysmic leadership failures were failures of rationality. The pendulum of leadership development needs to swing back toward the rational: strategy, creativity, foresight, decision-making, and analytics.

Depression’s defining symptom is anhedonia, the inability to feel, anticipate, or pursue pleasure. Chronic stress depletes the mesolimbic system of dopamine, generating anhedonia. The link between childhood adversity and adult depression involves both organizational effects on the developing mesolimbic system and elevated adult glucocorticoid levels, which can deplete dopamine.

As I developed as a CEO, I found two key techniques to be useful in minimizing politics. 1. Hire people with the right kind of ambition. The cases that I described above might involve people who are ambitious but not necessarily inherently political. All cases are not like this. The surest way to turn your company into the political equivalent of the U.S. Senate is to hire people with the wrong kind of ambition. As defined by Andy Grove, the right kind of ambition is ambition for the company’s success with the executive’s own success only coming as a by-product of the company’s victory. The wrong kind of ambition is ambition for the executive’s personal success regardless of the company’s outcome. 2. Build strict processes for potentially political issues and do not deviate. Certain activities attract political behavior. These activities include:   Performance evaluation and compensation   Organizational design and territory   Promotions Let’s examine each case and how you might build and execute a process that insulates the company from bad behavior and politically motivated outcomes.

Western Civilization is in the crisis it is because we have sacrificed more profound values than the immediate and quantifiable consequences we tend to associate with the pursuit of our material interests. Among these are peace; liberty; respect for property, contracts, and the inviolability of the individual; truthfulness and the development of the mind; integrity; distrust of power; a sense of spirituality; and philosophically-principled behavior. But when our culture becomes driven by material concerns, these less tangible values recede in importance, and our thinking becomes dominated by the need to preserve the organizational forms that we see as having served our interests.

The right of self-determination of the peoples includes the right to a state of their own. However, the foundation of a state does not increase the freedom of a people. The system of the United Nations that is based on nation-states has remained inefficient. Meanwhile, nation-states have become serious obstacles for any social development. Democratic confederalism is the contrasting paradigm of the oppressed people. Democratic confederalism is a non-state social paradigm. It is not controlled by a state. At the same time, democratic confederalism is the cultural organizational blueprint of a democratic nation. Democratic confederalism is based on grassroots participation. Its decision-making processes lie with the communities. Higher levels only serve the coordination and implementation of the will of the communities that send their delegates to the general assemblies. For limited space of time they are both mouthpiece and executive institution. However, the basic power of decision rests with the local grassroots institutions.

Your company is its own competition and can deliver itself debilitating blows the competition only dreams of.

The company may have captured their minds, their bodies and their pockets, but that doesn’t mean it’s captured their hearts.

Your dreams and the dreams of your company may be different, but they are in no way incompatible.

Providing the ultimate solution to work/life balance: not escaping from work but living the way you want to at work.

Your company really has to work for you before you’ll really work for your company.

Imagine a world where what you say synchs up, not sinks down.

Emotional commitment means unchecked, unvarnished devotion to the company and its success; any legendary organizational performance is the result of emotionally committed managers.

Leaders make a lot of mistakes but they admit those mistakes to themselves and change because of them.

Most managers have plenty of emotional commitment to give to their jobs. If they can be convinced it’s safe and sensible to give it.

Hard-core results come from igniting the massive power of emotional commitment. Are your people committed?

Do you think your people struggle with being true to themselves? Do their values match up with their work?

The heart of a company’s performance is hardwired to the hearts of its managers.

The high quality of a company’s customer experience rarely has anything to do with the high price of their product.

What managers want most from companies they stop themselves from getting. What companies want most from managers they stop them from giving.

To integrate one’s experiences around a coherent and enduring sense of self lies at the core of creating a user’s guide to life.

Leaders are people who know exactly who they are. They know exactly where they want to go. They’re hell-bent on getting there.

Managers know what they want most: to be allowed to achieve success by leveraging who they are, not by compromising it.

Emotional commitment is a personal choice. Managers understand this even if their companies don’t.

A manager’s emotional commitment is worth more than their financial, intellectual and physical commitment combined.

21st century leaders will be growers, not knowers.

You can achieve far more than you believe possible, if you help others to become the heroes.

Just implementing technology alone does not produce a digital transformation. Changing an organization by taking advantage of the potential of technologies does.

Trust that as you learn to learn about yourself, you’re developing skills that will catapult your leadership and make you invaluable to your organization and those you lead.

Leaders need to consider three types of hardwiring—Behaviors, Abilities, Motivations—that work together to describe the unique gifts, talents, and spin that you can bring to work.

If you work on yourself first, as Faraday did, developing a solid work ethic and organizational skills, eventually the right teacher will appear in your life.

An understanding of your organization's parts and connections is required to help everything work together.

I need to make money. I need to write today. I need to clean the bathroom. I need to eat something. I need to quit sugar. I need to cut my hair. I need to call Verizon. I need to savor the moment. I need to find the library card. I need to learn to meditate. I need to try harder. I need to get that stain out. I need to find better health insurance. I need to discover my signature scent. I need to strengthen and tone. I need to be present in the moment. I need to learn French. I need to be easier on myself. I need to buy organizational storage units. I need to call back. I need to develop a relationship with a God of my understanding. I need to buy eye cream. I need to live up to my potential. I need to lie back down.

To understand why I jumped from the Mormon wagon train requires an understanding of what Mormons are and how they think. While Mormons have some quaint, quirky and fanatical ideas, they really aren't much different from millions of poor, guilt-ridden souls who, throughout the march of human history, have hitched their hopes to mass movements of one sort or another. Eric Hoffer, in his brilliant treatise, "The True Believer," explains the attraction of joining a cause: "A rising mass movement attracts and holds a following 'by the refuge it offers from the anxieties, barrenness and meaninglessness of an individual existence. It cures the poignantly frustrated by freeing them from their ineffectual selves--and it does this by enfolding and absorbing them into a closely knit and exultant corporate whole'. "Of all the cults and philosophies that competed in the Graeco-Roman world, Christianity alone developed from its inception a compact organization." Once I realized this, it wasn't much of a leap out of religion altogether once I flew the Mormon coop. I simply wanted to be free from organizational groupthink. I escaped from the stuffy attic of religion's "pray, pay and obey" mentality into journalism's open laboratory of "who, what, where, when and why.

What companies want most from their managers is what they most stop their managers from giving. What managers want most from their jobs is what they most stop themselves from getting.

Your hardwiring helps you discover your unique way of interacting with and making sense of the world. And it gives you perspective, an ability to see why other people seem to interpret work so differently.

Real growth comes only after the dark night of the soul, when they feel they don’t have what it takes and choose to persist, to reflect on themselves, learn from their mistakes, and struggle to apply what they’ve learned.

Developing humans has nothing to do with developing their skills. Developing humans is about getting them in connection with their primitiveness and what their Instinct guide them to what they should do in life. Afterwards any efforts to skill them will pay off immediately. We get humans to connect with their core primitiveness and instinct through readings, meditating, loving, awakening them, and maybe make them notice how life can enhance all.

Destructive organizational habits can be found within hundreds of industries and at thousands of firms. And almost always, they are the products of thoughtlessness, of leaders who avoid thinking about the culture and so let it develop without guidance. There are no organizations without institutional habits. There are only places where they are deliberately designed, and places where they are created without forethought, so they often grow from rivalries or fear.

Most corporations fail to tolerate the creative fanatic who has been the driving force behind most major innovations. Innovations, being far removed from the mainstream of the business, show little promise in the early stages of development. Moreover, the champion is obnoxious, impatient, egotistic, and perhaps a bit irrational in organizational terms. As a consequence, he is not hired. If hired, he is not promoted or rewarded. He is regarded as “not a serious person,” “embarrassing,” or

When it comes to busines...I mean your business. Always remember you are the leader of your businesnot the Manager. You are the inspiration of your organization, you are the core that moves your business forward..... and this is your added value as a business owner.

If Clausewitz is right, no one should develop a strategy without taking into account the effects of organizational friction. Yet we continue to be surprised and frustrated when it manifests itself. We tend to think everything has gone wrong when in fact everything has gone normally.

Here’s the problem. Process, by definition, is backward looking. It was developed in response to yesterday’s troubles. If we treat it like a sacred pact—if we don’t question it—process can impede forward movement. Over time, our organizational arteries get clogged with outdated procedures.

The kind of trust that is necessary to build a great team is what I call vulnerability-based trust. This is what happens when members get to a point where they are completely comfortable being transparent, honest, and naked with one another, where they say and genuinely mean things like “I screwed up,” “I need help,” “Your idea is better than mine,” “I wish I could learn to do that as well as you do,” and even, “I’m sorry.” When everyone on a team knows that everyone else is vulnerable enough to say and mean those things, and that no one is going to hide his or her weaknesses or mistakes, they develop a deep and uncommon sense of trust. They speak more freely and fearlessly with one another and don’t waste time and energy putting on airs or pretending to be someone they’re not. Over time, this creates a bond that exceeds what many people ever experience in their lives and,

As education and creativity researcher and author Sir Ken Robinson puts it, “We are educating people out of their creativity.” Another major factor is that, for years, organizational management has been developing methods for increasing productivity and minimizing risk and errors that tend to stifle creative experimentation.

What exactly are values? Values are not your skills or knowledge but things that you acquired unconsciously since childhood. You may think that you can change yourself enough to cope with the demands of a career. Be careful because it’s much easier to acquire skills than to change values. Hence the importance of matching your values with the, organizational culture.

A DDO represents, instead, a rethinking of the very place of people development in organizational life. What if a company did everything within its power to create the conditions for individuals to overcome their own internal barriers to change, to take stock of and transcend their own blind spots, and to see errors and weaknesses as prime opportunities for personal growth?

the development of human physiology has enabled us to call out in ourselves, as we communicate with others with significant symbols, a similar reaction to the one we are calling out in others. Mind, or our conversation of gestures with ourselves, the internal conversation which is thinking, allows us to make continuous adjustments to problems which arise between us and our environment, and between different aspects of ourselves:

When war broke out in Europe in September 1939, Eisenhower was a 49-year-old lieutenant colonel stuck in a distant outpost in the Pacific. Less than three years later, in June 1942, General Eisenhower took command of the entire European Theater of Operations in the war with Germany. Some contemporaries expressed wonder and sheer bafflement at this meteoric rise to fame and power by the once-obscure staff officer who had never commanded troops in the field. Yet inside the armed forces and in Washington, D.C., Eisenhower had developed a reputation for planning brilliance, hard work, supreme organizational skills, and personal qualities of tact, loyalty, devotion to duty, and optimism. Eisenhower himself said it best: he had been preparing all his life for this moment, and he would make the most of it.

Importantly, maternal stress impacts fetal development. There are indirect routes—for example, stressed people consume less healthy diets and consume more substances of abuse. More directly, stress alters maternal blood pressure and immune defenses, which impact a fetus. Most important, stressed mothers secrete glucocorticoids, which enter fetal circulation and basically have the same bad consequences as in stressed infants and children. Glucocorticoids accomplish this through organizational effects on fetal brain construction and decreasing levels of growth factors, numbers of neurons and synapses, and so on. Just as prenatal testosterone exposure generates an adult brain that is more sensitive to environmental triggers of aggression, excessive prenatal glucocorticoid exposure produces an adult brain more sensitive to environmental triggers of depression and anxiety.