Building A Culture That Leads To High Performance

Organizations must balance between tactical and adaptive performance in order to get high performance. Lindsay McGregor and her team researched the factors and science for high performance in organizations. What matters most are: How individual roles are designed, How performance management systems are shaped, How teams work together within an organization, Leaders that help each team member find play, purpose, and potential in their work.

** on Leadership, People Dynamics & Culture **
Watch 53 min video, published by Talks at Google

A Kinder, Gentler Microsoft Is Replacing Feedback With “Perspectives”

Microsoft is redesigning it’s feedback system to be less intimidating, and to prompt conversations that feel more like coaching than reviews. Since people are naturally less inclined to seek out bad news, the new system “Perspectives” is designed to help members of the organization to learn how to do it in a structured way.

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** on Leadership, People Dynamics & Culture **
Written by Oliver Staley, published by Quartz

Why Company Culture Is Crucial

Dharmesh Shah, co-founder and CTO at the marketing and sales software firm HubSpot, distills the company’s 128-slide presentation on company culture down to its essence, describing it as a business’s “operating system” that lets people do their best work. Shah says entrepreneurs must create a company culture they love, because one will eventually emerge no matter what.

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Leadership In Transition

To create high-performing and adaptive organizations, leaders need to actively shape an open culture that fosters collaboration and builds trust. This comes with  a change in the role of the leader, yet it’s more important than ever.

** on Leadership, People Dynamics & Culture **
Watch 7 min video, published by Microsoft

The Art and Science of Leadership at Scale: 3 Lessons from Sheryl Sandberg

Companies need different kinds of leadership at different stages. In an organization that’s changing fast there’s a very specific kind of leadership needed. Facebook COO Sheryl Sandberg knows as much about this kind of leadership as anyone possibly can. She’s one of those gifted leaders who’s made daring decisions at every level of scale.

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** on Leadership, People Dynamics & Culture **
Written by Reid Hoffman, published on LinkedIn

How To Build A Great Company Culture

** on Leadership, People Dynamics & Culture **
Watch 50 min video, published by Stanford University

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Programming Your Culture By Ben Horowitz

Culture does not make a company. The primary thing that any technology startup must do is build a great product. The second thing that any technology startup must do is to take the market. If you fail to do both of those things, your culture won’t matter one bit. On the flip side, designing a proper company culture matters to the extent that it helps you achieve the above goals. As companies grow, culture can help you preserve your key values, make the company a better place to work and help it perform better in the future.

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** on Leadership, People Dynamics & Culture **
Written by Ben Horowitz

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Reinventing Management

Building organizations that are more adaptable, innovative and engaging requires deep innovation of the technology of human accomplishment. Gary Hamel presents the case for reinventing management.

** on Management, Collaboration & Org Design **
Watch 15 Min Video of Talk by Gary Hamel

How Facebook Tries To Prevent Office Politics

Fear of nasty office politics creeping up in your organization? Read about five clues from Facebook to prevent destructive office politics: 1. Look for empire builders, self-servers, and whiners in the hiring process — and don’t hire them; 2. Take the incentive out of “climbing the ladder;” 3. Be open and transparent, and create opportunities for voices to be heard; 4. Make everyone accountable, so personal bias can’t creep into decision making; 5. Train your leaders to effectively manage politics out of conversations.

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>> on Leadership, People Dynamics & Culture <<
Written by Jay Parikh, published by HBR

Something Weird Happens To Companies When They Hit 150 People

There is a cognitive limit to the number of people with whom one can maintain stable social relationships. This limit has suggested to be 150 and is known as “Dunbar’s Number” named after the British anthropologist Robin Dunbar. Dunbar’s research implies that for a group to sustain itself at the size of 150 requires significantly more effort that must be spent on the core socialization to keep the group functioning.

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>> on Management, Collaboration & Org Design <<
Written by Kevin J. Delaney, published on Quartz