Challenge the Ordinary: Why Revolutionary Companies Abandon Conventional Mindsets, Question Long-Held Assumptions, and Kill Their Sacred Cows
Linda D. Henman
Format: PDF / Kindle (mobi) / ePub
Challenge the Ordinary will help managers and executives at all levels:
• Avoid the traps of traditional strategy formulation and decision-making.
• Discover what a leader can do to build a culture that defines "legacy."
• Find out what leaders must do to attract, retain, and develop stars.
• Identify a clear path for organizational success.
of fact include only what we observe and cannot be made about the future. Inferences, on the other hand, go beyond what we see and can concern the past, the present, or the future. Facts have a high probability of accuracy; inferences represent only some modest degree of probability. Most importantly, facts bring people together; inferences, like judgment, create distance and cause disagreements. Nonverbal communication also plays a role in strengthening or weakening organizational culture. Even
on the track others build or in the direction their competition has decided to run. Alert to both opportunities and changes, agile organizations respond to what customers need and define for competitors what race they will enter. They can do all this because they started with a foundation of excellence built on quality, consistency, and customer focus. Conclusion Why do some organizations hit the ground running, while others trip over their own shoelaces? The answer lies in their organizational
eat, and when they could shower, sleep, and use the toilet. They had no authority over the everyday things we take for granted. But they had power in a few areas: their humor perspective, their commitment to one another, and their involvement in a well-defined structure. In short, they built a culture of honor and responsibility—a system influenced by their values and cemented through their behaviors. Laura Hillenbrand’s bestseller Unbroken offers another example of courage-defining exceptional
and someone who will throw me a lifeline if I need it.” When that caliber and quantity of trust pervade the team’s interactions, productivity will follow. Accountability When members literally don’t understand what their teammates expect of them, how can they reach their potential and avoid the pitfalls along the way? Problems surface when members haven’t established clear lines of responsibility. They don’t communicate, they haven’t clarified publicly what each person needs to do—tasks to be
misguided and inaccurate. The United States started with star performers—even though these stars had not garnered fame or press up until the Olympic Games. The team also had a determined coach in Herb Brooks who had spent the 1970s as head coach at the University of Minnesota, leading that team to three NCAA titles. Brooks spent a year and a half nurturing the Olympic team, holding numerous tryout camps before selecting a roster from several hundred prospects. The team then spent four months