Do you change yourself to try to fit in? Or do you try to change the culture, to make it more inclusive for people like you? It’s a question for everyone who has ever been in the minority at work. Consider this scenario: Imagine a man walking into his.
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Friends of mine recently celebrated their 40th wedding anniversary. While you can never really be inside someone else’s marriage, this couple seems happy. Not gushing PDA besotted. But during the entire time I’ve know them, they always smile when they say the other person’s name. That’s the “tell.” Pay.
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She loved the idea of the job. She loved the idea of the company. But from day one, she struggled to stay excited. One day she realized, the best part of this job is telling people I have it. My daughter’s friend had scored an impressive job with a.
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What if the systems that made you successful wind up being the very systems that cause you to fail? Consider the case of Pete. When he took over as CEO of a fast growth firm, things had been unraveling for a while. Revenue had grown, fast, but their systems.
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“I want to do it, but he won’t go along.” Stan had just been through an innovative marketing seminar. As a partner in a mid-size consulting firm, he was looking for ways to take the business to the next level. The seminar opened up a whole new world for.
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What’s the difference between a habit and a rule? I had a recent experience with some teenagers that illustrates why habits are more powerful. I was hosting several teens in my home for a weekend. At the end of each meal a few of the kids consistently said thank.
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Purpose is a hot topic; fast growth organizations are putting purpose at the center of their strategy to improve performance at every level. Yet, too often, sales remain transactional. It doesn’t have to be this way. We wanted to help sales leaders experience the difference between a traditional company.
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It’s not nice to fool Mother Nature. If you’re old enough to remember this ad campaign, you’re probably also old enough to remember when people threw trash out the car window, and kids were allowed to follow chemical trucks spraying for mosquitoes. For younger readers, this alternative universe was.
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When my business school professor told the class, “The purpose of business is to maximize profit for shareholders,” I had little reason to doubt his expertise. As it turns out, he was wrong. After three decades of focusing on driving shareholder return, a coalition of America’s most powerful CEOs.
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Steve knew the project wasn’t working. Energy was waning; the milestones were falling further behind and the weekly meetings were stale, a rinse and repeat of the previous week. In terms of priorities, this project wasn’t urgent. The deliverables would be helpful, but there was no burning platform, no.
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