#HR #RRHH Making love and making personal #branding #leadership

There aren’t many leaders who would disagree with the idea that a healthy, productive culture is a defining element of business success. Yet I’ve seen so many companies with lofty-sounding “mission statements” and “core values” that have the most toxic workplaces imaginable.

I’ve met so many leaders who are brilliant when it comes to product design and capital structure but who treat the people in business as an afterthought, a matter of sound administration as opposed to daring innovation.In other words, so much of our thinking about organizational culture has become so bland, so unobjectionable, that it is on the verge of becoming meaningless.

What follows, then, is an attempt at culture shock — five hard questions about the “soft” side of business that leaders must be able to answer if they hope to build a workplace that works....

Via Jeff Domansky, Mark E. Deschaine, PhD

When is a project finished? For most of us, it seems pretty simple: when we ship the product or launch the service. But we need to take a step back and consider what “done” really means.

Most teams in business work to create a defined output. But just because we’ve finished making a thing doesn’t mean that thing is going to create economic value for us. If we want to talk about success, we need to talk about outcomes, not just outputs. And as the world continues to digitize and almost every product and service becomes more driven by (or at least integrated with) software, this need grows even stronger....

Via Jeff Domansky, Mark E. Deschaine, PhD