Tag: organizational culture

  • Internal communication isn’t about creating content or sending newsletters

    One of the biggest misconceptions of leaders, managers, and even marketers across organizations is that they think of internal communications as a role reserved for junior people. Marketers consider it a stepping stone to the big leagues, marketing to other businesses or a target market. Most leaders think that internal communications are about rolling out […]

  • Driving an effective organisational communication strategy

    As much as I hate cliches, the one about “culture eating strategy for breakfast” is the bitterest, most accurate, and yet the most ignored. And this is particularly the case in the world of organisational communication, where leadership teams spend countless hours coming up with the perfect “strategy” that aligns with their vision. Only to […]

  • On leading organisations

    The dictionary defines an organization as a “company, firm, concern, operation, corporation, institution, group, establishment, consortium, conglomerate, combine, syndicate, body, agency, federation, confederation, alliance, coalition, association, movement, society, league, club, network, confederacy; informal outfit, or set-up.”  It’s wise to keep that definition in mind because: a) most people restrict their understanding of organizations to profit […]

  • The three main organizational drivers

    Chris Edmunds at GreatLeadership.com posted this fascinating piece on the Three Main Organizational drivers that every leader should read and study further. The concept essentially highlights that every organization’s plan, decisions, and actions indicate if they are driven by power, profit, or purpose.  Here’s a description of each type of company:  Power Driven: A company that is […]

  • Overthinking roles and responsibilities

    I’ve seen this time and again — most managers and team players confuse roles with responsibilities. They’re not the same, and using them interchangeably more often than not causes a boatload of confusion that organizations and teams can do without. So, if you’re a manager, coaching your team is a responsibility. It’s not a role, […]

  • A leader’s greatest assumption

    “All great communicators are great leaders, but not all leaders are decent communicators, let alone great ones.” Whoever said that was a genius. (In all honestly, I might have said it, but I’m still not sure if it’s an original. So, I’ll let someone else bear the brunt for this.) I’m convinced that a leader’s […]

  • Foolproof ways to add value to you organisation

    While there many ways if you can think creatively, there are two time-tested strategies leaders can employ to add value to their organisations. Developing people and driving organisational learning. I see them as two sides of the same coin. Yes, I’ve gone at lengths to harp about developing people but that wouldn’t stop me from […]

  • The Honda Philosophy

    The other day I shared the Seven Wastes from Toyota’s Lean Manufacturing Philosophy in addition to my fascination with the Japanese culture (and of course, cars too! Except Suzuki. But that’s because I drive one). Today, I’m excited to share Honda’s philosophy that highlights its fundamental beliefs, the company’s principles (mission statement), and its management […]

  • Cultivating independent thinking

    One grave challenge among smaller teams is the lack of clarity on whom to follow. This is quite prevalent in teams with multiple figureheads (aka directors or co-founders). People are always confused about whom to follow despite a clear team structure, as in, they know who they report to for their work. Of course, there’s […]

  • Agility is a mindset

    I think we miss out on the ‘heart’ of scrum or agile when we talk about it from a getting things done point of view for a project or an outcome. Yes, I know that’s exactly what the methodology is meant for and I know some of my friends who use it in their day-to-day […]