Management and leadership training topics list,financial management course chapter 13 online,relationship skills boundaries - Easy Way

Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. It’s funny but when you look at early stage companies, they all seem to have a strong corporate culture. For a company of below 10 people, it’s really easy to develop a positive corporate culture. Take that company out a few years and give it more than 25 people, a plethora of products, and a new CEO and you have the recipe for cultural stagnation. If you force yourself to assess and report on cultural changes on a regular basis you’ll be able to keep it strong and vibrant and keep being a high performance company.


When you look at them again several years later after much growth, the original culture has usually died and been replaced by another less appealing one. A passionate founder with a strong personality, the ability to talk to everyone in the company every day, and the greater use of group decisions means a stronger culture. Employees are more engaged, customers are closer to the company and everyone is passionate about the next product. You can’t talk to everyone every day and with that many people, who knows who makes the decisions? Google is a positive role model for maintaining a strong culture and Apple is a great case in point of a company that lost its corporate culture and managed to regain it.


What does work is having the CEO take responsibility for culture, defining that culture in written form, getting a buy-in from everybody, and talking about and reporting on culture on at least a monthly basis. Well all the research seems to say that a strong culture of leadership, client service, and innovation results in much better financial performance than where those cultural elements are weaker.
The result is unfortunately, less engaged employees, a weaker link with customers, and less radical innovation.



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management and leadership training topics list



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