Urgency In The Workplace Quotes

A big red flag in many workplace cultures is a sense of entitlement. We always sought low maintenance, low drama personalities.

the dominant and persistent patterns of behaviors, beliefs, norms, and values of a workplace community.

High‐trust workplace cultures tend to correlate with high‐performance organizations.

big red flag in many workplace cultures is a sense of entitlement. We always sought low maintenance, low drama personalities. We valued traits such as strong task ownership, a sense of urgency, and a “no excuses” mentality. People who get things done rather than explain why they can't. This personality type lines up with our obsession with hiring drivers rather than passengers, as we saw in an earlier chapter.

Although conservatives might accept violence against socialists and trade unionists, they would not tolerate it against the state. For their part, most fascist leaders have recognized that a seizure of power in the teeth of conservative and military opposition would be possible only with the help of the street, under conditions of social disorder likely to lead to wildcat assaults on private property, social hierarchy, and the state’s monopoly of armed force. A fascist resort to direct action would thus risk conceding advantages to fascism’s principal enemy, the Left, still powerful in the street and workplace in interwar Europe. Such tactics would also alienate those very elements—the army and the police—that the fascists would need later for planning and carrying out aggressive national expansion. Fascist parties, however deep their contempt for conservatives, had no plausible future aligning themselves with any groups who wanted to uproot the bases of conservative power. Since the fascist route to power has always passed through cooperation with conservative elites, at least in the cases so far known, the strength of a fascist movement in itself is only one of the determining variables in the achievement (or not) of power, though it is surely a vital one. Fascists did have numbers and muscle to offer to conservatives caught in crisis in Italy and Germany, as we have seen. Equally important, however, was the conservative elites’ willingness to work with fascism; a reciprocal flexibility on the fascist leaders’ part; and the urgency of the crisis that induced them to cooperate with each other. It is therefore essential to examine the accomplices who helped at crucial points. To watch only the fascist leader during his arrival in power is to fall under the spell of the “Führer myth” and the “Duce myth” in a way that would have given those men immense satisfaction. We must spend as much time studying their indispensable allies and accomplices as we spend studying the fascist leaders, and as much time studying the kinds of situation in which fascists were helped into power as we spend studying the movements themselves.

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