The dominant, but tacit, influencer that has the capacity to both limit and liberate a business: are the shared organisational beliefs. They are a silent power within every organisation that’s quietly moulding the patterns of behaviour that will determine the culture and organizational performance.
Building culture begins with the behavior of the leaders in organizations. To say that another way, if you are interested in changing the culture of your organization, your first step should be to look in the mirror and make sure you are setting the kind of behavioral examples you want everyone else to follow.
Article by Jim Whitehorse, CEO of Red Hat for HBR
Alexander Grosse, Director of Engineering for BCG Digital Ventures, and David Loftesness, the Head of Platform at eero, have both lived through the brilliant and bleak moments of scaling teams. In this interview, they look at five areas where startups can either take action to deactivate destructive factionalism or even prevent them from forming in the first place. They share concrete processes for regaining the efficiency that leaders might not even realize they’re losing to competing mindsets and poor communication. Through these tactics, they show through specific scenarios why empathy is just as vital to a startup’s success as innovation.