Organizational Health Quotes

When there is trust, conflict becomes nothing but the pursuit of truth, an attempt to find the best possible answer.

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.

If people don’t weigh in, they can’t buy in.

The single greatest advantage any company can achieve is organizational health.

the fear of conflict is almost always a sign of problems.

there is no such thing as too much communication.

No one on a cohesive team can say, Well, I did my job. Our failure isn’t my fault.

teamwork is not a virtue. It is a choice—and a strategic one.

the fundamental attribution error is the tendency of human beings to attribute the negative or frustrating behaviors of their colleagues to their intentions and personalities, while attributing their own negative or frustrating behaviors to environmental factors.

executives must put the needs of the higher team ahead of the needs of their departments.

Most organizations exploit only a fraction of the knowledge, experience, and intellectual capital that is available to them.

Every endeavor of importance in life, whether it is creative, athletic, interpersonal, or academic, brings with it a measure of discomfort,

most of a leadership team’s objectives should be collective ones.

there cannot be alignment deeper in the organization, even when employees want to cooperate, if the leaders at the top aren’t in lockstep with one another

organizations learn by making decisions, even bad ones.

Hiring without clear and strict criteria for cultural fit greatly hampers the potential for success of any organization.

The only way for the leader of a team to create a safe environment for his team members to be vulnerable is by stepping up and doing something that feels unsafe and uncomfortable first. By getting naked before anyone else, by taking the risk of making himself vulnerable with no guarantee that other members of the team will respond in kind, a leader demonstrates an extraordinary level of selflessness and dedication to the team. And that gives him the right, and the confidence, to ask others to do the same.

An organization has to institutionalize its culture without bureaucratizing it.

No action, activity, or process is more central to a healthy organization than the meeting.

Most people are generally reasonable and can rally around an idea that wasn’t their own as long as they know they’ve had a chance to weigh in.

every organization must contribute in some way to a better world for some group of people, because if it doesn’t, it will, and should, go out of business.

Direct, personal feedback really is the simplest and most effective form of motivation.

Healthy organizations believe that performance management is almost exclusively about eliminating confusion. They realize that most of their employees want to succeed, and that the best way to allow them to do that is to give them clear direction, regular information about how they’re doing, and access to the coaching they need.

the top causes of stress in the U.S. have been identified by scientists at Stanford Graduate School of Business in a major study. They are “a lack of health insurance, the constant threat of lay-offs, lack of discretion and autonomy in decision-making, long working hours, low levels of organizational justice, and unrealistic demands.

Structure significantly influences behavior, thereby dramatically impacting results.

when leaders fail to tell employees that they’re doing a great job, they might as well be taking money out of their pockets and throwing it into a fire,

The most well-intentioned, well-designed departmental communication program will not tear down silos unless the people who created those silos want them torn down.

the best way to ensure that a message gets communicated throughout an organization is to spread rumors about it.

leaders confuse the mere transfer of information to an audience with the audience’s ability to understand, internalize, and embrace the message that is being communicated.

implementation science is more important than decision science.

Firing someone is not necessarily a sign of accountability, but is often the last act of cowardice

Most organizations I’ve worked with have too many top priorities to achieve the level of focus they need to succeed.

Great organizations, unlike countries, are never run like a democracy.

Once organizational health is properly understood and placed into the right context, it will surpass all other disciplines in business as the greatest opportunity for improvement and competitive advantage.

Nowhere does this tendency toward artificial harmony show itself more than in mission-driven nonprofit organizations, most notably churches. People who work in those organizations tend to have a misguided idea that they cannot be frustrated or disagreeable with one another. What they’re doing is confusing being nice with being kind.

When team members trust one another, when they know that everyone on the team is capable of admitting when they don’t have the right answer, and when they’re willing to acknowledge when someone else’s idea is better than theirs, the fear of conflict and the discomfort it entails is greatly diminished. When there is trust, conflict becomes nothing but the pursuit of truth, an attempt to find the best possible answer. It is not only okay but desirable.

At the heart of vulnerability lies the willingness of people to abandon their pride and their fear, to sacrifice their egos for the collective good of the team. While this can be a little threatening and uncomfortable at first, ultimately it becomes liberating for people who are tired of spending time and energy overthinking their actions and managing interpersonal politics at work.

Today’s rapidly changing world, marked by increased speed and dense interdependencies, means that organizations everywhere are now facing dizzying challenges, from global terrorism to health epidemics to supply chain disruption to game-changing technologies. These issues can be solved only by creating sustained organizational adaptability through the establishment of a team of teams.

The only way for people to embrace a message is to hear it over a period of time, in a variety of different situations, and preferably from different people. That’s why great leaders see themselves as Chief Reminding Officers as much as anything else. Their top two priorities are to set the direction of the organization and then to ensure that people are reminded of it on a regular basis.

The healthier an organization is, the more of its intelligence it is able to tap into and use. Most organizations exploit only a fraction of the knowledge, experience, and intellectual capital that is available to them. But the healthy ones tap into almost all of it.

In spite of its undeniable power, so many leaders struggle to embrace organizational health (which I’ll be defining shortly) because they quietly believe they are too sophisticated, too busy, or too analytical to bother with it. In other words, they think it’s beneath them.

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.

For mindful leaders, cultivating such organizational health requires first and foremost a mastery of organizational conduct—a fluency in nine basic competencies: Eliminate toxicity. Appreciate health. Build trust. Send clear messages. Embrace resistance. Understand blindness. Accept invitations. Heal wounds. Be realistic.

people in a healthy organization, beginning with the leaders, learn from one another, identify critical issues, and recover quickly from mistakes.

The healthier an organization is, the more of its intelligence it is able to tap into and use.

A rigid, one-size-fits-all approach usually ends up fitting no one

Putting together an agenda before a staff meeting is like a marriage counselor deciding what issues she’s going to cover with a couple prior to meeting with them.

last frontier of competitive advantage will be the transformation of unhealthy organizations into healthy ones,

a leader’s first priority is to create an environment where others can do these things and that cannot happen if they are not having effective meetings.

An organization has integrity—is healthy—when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense.

few groups of leaders actually work like a team, at least not the kind that is required to lead a healthy organization.

A leadership team is a small group of people who are collectively responsible for achieving a common objective for their organization.

it is far more natural, and common, for leaders to avoid holding people accountable.

Conflict is about issues and ideas, while accountability is about performance and behavior.

Becoming a healthy organization takes a little time. Unfortunately, many of the leaders I’ve worked with suffer from a chronic case of adrenaline addiction, seemingly hooked on the daily rush of activity and firefighting within their organizations. It’s as though they’re afraid to slow down and deal with issues that are critical but don’t seem particularly urgent.

On a cohesive team, leaders are not there simply to represent the departments that they lead and manage but rather to solve problems that stand in the way of achieving success for the whole organization. That means they’ll readily offer up their departments’ resources when it serves the greater good of the team, and they’ll take an active interest in the thematic goal regardless of how closely related it is to their functional area.

Shouldn’t we stop to light lamps?” Books asked. “Climbing down into a pitch-black secret weapons bunker sounds potentially damaging to one’s health. We do have lamps, don’t we?” “I do.” As if Amaranthe would remember a lint brush and not a lantern. She slung her pack off her shoulder. “I thought you had one too.” Books hesitated. “I can’t remember where I packed it. I don’t think it’s on top.” “Ah, perhaps we can impose an organizational system on your rucksack later.” “Should it worry me that you seem to find that notion exciting?” “Probably.

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,

Because the purpose of an interview should be to best simulate a situation that will give evaluators the most accurate view of how a candidate really behaves, it seems to me that getting them out of the office and doing something slightly more natural and unconventional would be a better idea. Heck, even taking a walk or going shopping is better than sitting behind a desk. The key is to do something that provides evaluators with a real sense of whether the person is going to thrive in the culture of the organization and whether other people are going to enjoy working with him or her.

Becoming a healthy organization takes a little time. Unfortunately, many of the leaders I’ve worked with suffer from a chronic case of adrenaline addiction, seemingly hooked on the daily rush of activity and firefighting within their organizations. It’s as though they’re afraid to slow down and deal with issues that are critical but don’t seem particularly urgent. As

Though I can’t be sure, I suspect that at some point about thirty years ago a cleverly sadistic and antibusiness consultant decided that the best way to really screw up companies was to convince them that what they needed was a convoluted, jargony, and all-encompassing declaration of intent. The more times those declarations used phrases like “world class,” “shareholder value,” and “adding value,” the better. And if companies would actually print those declarations and hang them in their lobbies and break rooms for public viewing, well, that would be a real coup.

Gut Feel Versus Structure Many leaders, especially those who run smaller organizations, believe that they have the natural skills they need to choose good people without any real process. They look back at their careers and remember the good employees they’ve hired and give themselves credit for having recognized those people’s potential. However, they seem to block out the memories of the unsuccessful hires they’ve made, or they justify those mistakes based on the hidden behavioral deficiencies in the people they later had to fire. Whatever the case, they persist in the belief that they know a good person when they see one and that they can go about the hiring process without much structure.

Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.

three tiers to the heart: physical, ethereal, Eternal with each one being more spiritual and subtle the physical heart a little brain with over 40,000 neurons it sends and receives by electromagnetic field operations it's got its own nervous system that senses and remembers making decisions and giving directions to other centers emitting enfolded energetic organizational patterns information, that is—communicative interactions detected outside the body by magnetometers and other people for heart coherence listen to Pärt's “Spiegel im Spiegel” valid are chakras and acupuncture meridians meditate on the heart chakra to see what this means energy meridians are strings of polarized crystalline water bioelectric signals transmitted in connective tissue matter information is sent along these lengths of collagen proteins molecules of structured water allowing the transfer of protons crystal water wires inside protein pathways with acupuncture points being junctures in the maze the protons, then, are what have been referred to as “chi” a current flowing, much like electrical circuitry

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

executives. View this report, titled A Comparison of the Career Attainments of Men and Women Healthcare Executives, December 2006, at

Dye, C. F., & Garman, A. N. (2006). Exceptional leadership: 16 critical competencies for healthcare executives. Chicago, IL: Health Administration Press. Freshman, B., & Rubino, L. (2002).

An effective survey question to ask your employees is how many minutes a week they spend learning on their own, not mandated, not directed. Typically it’s a small number. An organizational measure of improving health would be to increase that number. If you want engaged teams, don’t brief, certify!

Good to Great and Built to Last, both by Jim Collins, Mastering the Rockefeller Habits by Verne Harnish, and a bunch of books by Patrick Lencioni: The Advantage: Why Organizational Health Trumps Everything Else in Business, Death by Meeting, and Five Dysfunctions of the Team: A Leadership Fable.

Organizations naturally decline, so for optimum results, actively experiment and continuously tweak.

Ideally, every written or drawn picture of the future of your organization is simply evidence that collective thinking and understanding has taken place.

The overall organizational health needs to be measured via employee engagement, culture readiness, business agility, and customer-centricity, etc.

The easiest way to describe how to harness the galvanizing power of why is with a tool I call the belief statement. For example, most of Apple’s product launches in recent years feature slick videos with commentary from Apple designers, engineers, and executives. These videos, while camouflaged as beautiful product showcases, are actually packed with statements not about what the products do but about the design thinking behind them: in essence, the tightly held beliefs with which Apple’s design team operates. We believe our users should be at the center of everything we do. We believe that a piece of technology should be as beautiful as it is functional. We believe that making devices thinner and lighter but more powerful requires innovative problem solving. Belief statements like these are so compelling for two reasons. First, the right corporate or organizational beliefs have the ability to resonate with our personal belief systems and feelings, and move us to action. In fact, the 2018 Edelman Earned Brand study revealed that nearly two out of three people are now belief-driven buyers.4 And as we saw in our discussion of buyers’ emotional motivators in chapter 3, this works even if the beliefs stated are aspirational. For example, if my vision for my future self is someone who weighs a few pounds less and is in better physical shape, a well-timed ad from a health club or fancy kitchen blender evangelizing the benefits of a healthy lifestyle may be enough to rapidly convert me. In the case of Apple, the same phenomenon results in mobs of smitten consumers arriving at stores in droves, braving long lines and paying premium prices, as if to say, “Yes! I do believe I should be at the center of everything you do! Technology should be beautiful! Thinner? Lighter? More powerful? Of course! We share the same vision! We’re both cool!” (Although these actual words are rarely spoken aloud.) The second reason belief statements are so compelling is because they help us manifest the conviction and emotion critical to delivering our message in an authentic way.

no matter whether the individual motivations and behaviour of ordinary white people were racist or not, all whites benefited from social structures and organizational patterns that continually disadvantaged blacks, while allowing whites to stay well ahead in living standards, including housing, health and life span, neighbourhood amenities and safety, educational facilities and achievement, level of employment, and income and wealth.

Toxic leadership is a silent destroyer, poisoning the very essence of organizational health and stifling individual growth and potential.

At its core, organizational health is about integrity, but not in the ethical or moral way that integrity is defined so often today. An organization has integrity—is healthy—when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense.

The breadth and consistency of the U.S. under performance across disease categories suggests that the United States pays a penalty for its extreme fragmentation, financial incentives that favor procedures over comprehensive longitudinal care, and absence of organizational strategy at the individual system level.

Hiring the right salespeople, deploying them in the right way, targeting the right customers, and selling the right products is the only formula for long-term organizational health.

Once a leadership team has become cohesive and worked to establish clarity and alignment around the answers to the six critical questions, then, and only then, can they effectively move on to the next step: communicating those answers. Or better yet, overcommunicating those answers—over and over and over and over and over and over and over again.

As important as it is for all members of a leadership team to commit to being vulnerable, that is not going to happen if the leader of the team, whether that person is the CEO, department head, pastor, or school principal, does not go first. If the team leader is reluctant to acknowledge his or her mistakes or fails to admit to a weakness that is evident to everyone else, there is little hope that other members of the team are going to take that step themselves. In fact, it probably wouldn’t be advisable for them to do so because there is a good chance that their vulnerability would be neither encouraged nor rewarded.

These are the six questions: 1. Why do we exist? 2. How do we behave? 3. What do we do? 4. How will we succeed? 5. What is most important, right now? 6. Who must do what?

Few critical infrastructures need to expedite their cyber resiliency as desperately as the health sector, who repeatedly demonstrates lackadaisical cyber hygiene, finagled and Frankensteined networks, virtually unanimous absence of security operations teams and good ol’ boys club bureaucratic board members flexing little more than smoke and mirror, cyber security theatrics as their organizational defense.

Ricky asks her, “You lost your earrings in the living room?” She shakes her head. “No, I lost them in the bedroom. But the light out here is much better.” And there it is. Most leaders prefer to look for answers where the light is better, where they are more comfortable. And the light is certainly better in the measurable, objective, and data-driven world of organizational intelligence (the smart side of the equation) than it is in the messier, more unpredictable world of organizational health. Studying spreadsheets and Gantt charts and financial statements is relatively safe and predictable, which most executives prefer. That’s how they’ve been trained, and that’s where they’re comfortable. What they usually want to avoid at all costs are subjective conversations that can easily become emotional and awkward. And organizational health is certainly fraught with the potential for subjective and awkward conversations.

What else should leaders be doing besides going to meetings?

Trust is just one of five behaviors that cohesive teams must establish to build a healthy organization.

The structure of operations also encourages connection. Any employee can attend meetings of any department, including Zingerman's board meeting. A truck driver can help plan a menu, and a chef can help strategize on the online marketing strategy. To Ari [Weinzweig], part of the benefit of this is disabusing people of the notion that leadership always knows what they are doing. It's okay to acknowledge that everyone is fallible even as they strive to make the company stronger.

The fact is, [University of Michigan organizational behavior professor Dr.] Wayne [Baker] said, most people do want to help. But that's not always intuitive. "We've shown that engaging in the process of both asking for and receiving help, and building the network actually elevates people's emotional energy and decreases their negative energy." When the active exchange of help is incorporated into an organization's culture and used over time, Wayne said, people start to build positive relationships that change their behavior at work and also their beliefs. "They see the importance of asking for what they need while they generously help other people. And they start to practice it more in their daily interactions.

The Adrenaline Bias: Becoming a healthy organization takes a little time. Unfortunately, many of the leaders I’ve worked with suffer from a chronic case of adrenaline addiction, seemingly hooked on the daily rush of activity and firefighting within their organizations. It’s as though they’re afraid to slow down and deal with issues that are critical but don’t seem particularly urgent.

A healthier workforce is not just a goal; it's the foundation of innovation and productivity. When employees thrive, so does the company.

adaptability and emotional intelligence are cornerstones of a thriving workplace culture

Emotional wellness in a corporate setting is a cornerstone of sustainable success.

A truly effective corporate wellness program is not just a benefit; it's an investment in the heart of the organization—its people. When employees feel cared for, they thrive, and so does the entire workplace.

A toxic coworker can insert significant stress into your work life, and we know that workplace stress is a form of stress that takes a significant toll on your health. Management and organizational researchers Joel Goh, Jeffrey Pfeffer, and Stefanos Zenios examined the impacts of poor management on health and on the basis of their data concluded that over 120,000 deaths per year and between 5-8 percent of health care costs may be related to workplace management.

organizational health is relatively hard to measure, and even harder to achieve. It feels soft to executives who prefer more quantitative and reliable methods of steering their companies. It also entails a longer lead time to implementation than does a technical or marketing strategy, which yields more immediate results and gratification.

organizational health is often neglected because it involves facing realities of human behavior that even the most committed executive is tempted to avoid. It requires levels of discipline and courage that only a truly extraordinary executive is willing to embrace.

In any type of institution whatsoever, when a self-directed, imaginative, energetic, or creative member is being consistently frustrated and sabotaged rather than encouraged and supported, what will turn out to be true one hundred percent of the time, regardless of whether the disrupters are supervisors, subordinates, or peers, is that the person at the very top of that institution is a peace-monger.2 For Friedman the “peace-monger” is the leader whose own high degree of anxiety leads him to prefer harmony to health, to appease complainers just to quiet them, but who will not actually demand that they take responsibility for their own part in the organizational problem. Throughout this book, we have repeatedly

Team Number One The only way for a leader to establish this collective mentality on a team is by ensuring that all members place a higher priority on the team they’re a member of than the team they lead in their departments. A good way to go about this is simply to ask them which team is their first priority. I’ve found that many well-intentioned executives will admit that in spite of their commitment to the team that they’re a member of, the team they lead is their first priority. They’ll point out that they hired their direct reports, they sit near them and spend more time with them every day, and they enjoy being the leader of that team. Moreover, they feel a sense of loyalty to the people they manage, and feel that those people want and need their protection. This is absolutely natural, common, and understandable. And dangerous.

So when Geveden became CEO, he wrote a short memo on his expectations for teamwork. "...I expect disagreement with my decisions at the time we're trying to make decisions, and that's a sign of organizational health," he told me. "After decisions are made, we want compliance and support...

an organization that has properly identified its values and adheres to them will naturally attract the right employees and repel the wrong ones.

How will we succeed? Or put another way, How will we make decisions in a purposeful, intentional, and unique way that allow us to maximize our success and differentiate us from our competitors?