Joseph Lalonde

JUNE 1, 2018

We’ve bought books, retained consultants, rolled out surveys, looked deep into the hearts and minds of the people who work for us. Only 44 percent say that they can see a connection between what they do and their company’s objectives. Having strong values protects you from measuring and rewarding the wrong behaviors and objectives.

CEO 161

CEO Short-term Learning-by-Doing Blanchard 161

Persuasive Powerhouse

NOVEMBER 1, 2010

Involving others in decisions and working together toward goals and objectives are an imperative. Systematic and Open to Possibility: The complexity of our organizations requires that you support some systemization within them. Being open to new possibilities might be responsible for the spark of an idea that will drive future success.

Leadership 221

Leadership Blog Open-book Greenleaf 221

Harvard Business Review

SEPTEMBER 15, 2016

After dinner, CEO and co-founder Ari Weinzweig or one his managing partners will present on a particular topic, such as visioning, open book management, or the natural laws of business. In a large petro-chemical company, for example, we found a lot of de-energizing relationships — and most of them emanated from the leaders.

Energy 8

Energy Health Care Leadership Pipeline Quality 8

Harvard Business Review

FEBRUARY 17, 2012

Scharpf says her challenge in dealing with scientists, academics, businesspeople, community activists and policy wonks "is always, 'How do I speak in the same language to each of these different constituencies each with their unique language and objectives?'". Scharpf told me she recently ran an ad for SHE's first job opening in New York. "If

Franchising 13

Franchising CEO GDP Entrepreneur 13

Harvard Business Review

AUGUST 30, 2018

We even have a novelty bias , wherein our brain is flooded with a pleasure chemical, dopamine, whenever we focus on something new. Facebook will forever be a more attractive object of attention than an Excel spreadsheet; checking email will always offer a bigger dopamine hit than the report we’re writing.

Strategy 11

Strategy Chemicals Project Open-book 11

Harvard Business Review

JUNE 12, 2015

Yet this type of rhetoric undermines another core objective of vision communication: providing clarity about the future. ” As Chip and Dan Heath argue in their book Made to Stick , people find concrete messages intuitive because life is concrete. Leaders must communicate strategies for growth that employees can clearly envision.

System 8

System Long-term Chemicals Benchmarking 8