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A Trust Cause: Leadership Stimulates or Stifles Trust and Engagement

The Practical Leader

Trust is a broad symptom of deeper leadership/culture issues. Empowerment comes from a set of values and leadership behaviors that form the team/organization culture (what’s acceptable and rewarded and what’s unacceptable and not tolerated). I haven’t yet found that magic wand. ” Especially true for his company.

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Trusted Leaders Build High-Trust Cultures

The Practical Leader

In a Working Knowledge post, Harvard Business School professor Emeritus, James Heskett, raises a vital question, Can We Train for Trust? How the leadership team functions — or dysfunctions — ripples out to shape organizational culture. What they most often have are leadership problems.

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shorts.005 | Cycle of Success Spiral

LDRLB

Employees and customers in these situations appear to be playing a key role in a cycle of success spirals (Heskett et al., If you expect your employees to provide impressive customer service without providing them the resources they need to make it happen (training, technology, autonomy) you are living in la-la land. Simmons, Ph.D.

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Book Review of “The Culture Cycle: How to Shape the Unseen Force that Transforms Performance”

The Practical Leader

John Kotter and James Heskett’s classic book, Corporate Culture and Performance , is an organization development classic. leadership, recognition, job opportunity, personal development). Retention : Lower recruiting, hiring, training, and lost productivity costs because of greater employee loyalty. Setting Expectations.

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How to Ignite and Sustain Organizational Growth

Skip Prichard

James Heskett and John Kotter found that organizations with strong corporate cultures realized over eleven years revenue growth of 682 percent, employment growth of 282 percent and stock price growth of 901 percent. Especially important is ongoing training for managers, for without their leadership, sustainment is nearly impossible.

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How to Conduct a “Customer Listening Session” | Top Executive.

Tony Mayo

Similarly, Hart, Heskett, and Sasser (1990) suggest that those with memories of poor service tell approximately 11 people while those with pleasant recollections tell only six. 1 Unhappy customers are 5-20 times more likely to tell others about their bad experience than satisfied customers are to spread good news.

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Links for Digging Deeper Into “Leading a Peak Performance Culture”

The Practical Leader

You might want to view (or review) the session on your own or share it with your management team and/or improvement professionals concerned with leadership and culture development. The webcast was built around the core models, frameworks, and approaches we use to help Clients with leadership and culture development.

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