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The more specialized the roles or the more mature the business, the smaller the team will be when it is ready to think intentionally about roles, accountability, and structured collaboration. Specialization and maturity seem like good things. “Structure” is often seen as restrictive and annoying. So why would these attributes create an earlier need for structure than a more generalized free for all?
Although there are often many factors contributing to toxic, or even unpleasant, organizational cultures, misalignments between expectations and reality are a consistent driver. This article explores where those misalignments start so that leaders can identify and address them before toxicity comes creeping in.
Integrity can be a tricky concept and always makes my short list of Tricksy Words. A common oversimplification is to say that having integrity means always telling the truth. But what happens when the truth is misleading? For me, integrity is what you do when no one is watching and also what you do when people are truly paying attention.
Particularly in larger companies, managers are often “informed” about layoffs in their team yet the burden of ongoing success remains on their shoulders. These situations are rarely easy but there are a few key steps that can make leading in the aftermath of layoffs more successful: Acknowledge, Observe, and Adjust.
On the personal front, I have been told over and over again to savor each stage of my son’s development. This is in stark contrast to the advice I have received as a business owner. Our companies also grow and evolve but the messaging for founders tends to focus on racing as quickly as possible to more, bigger, and faster. What if founders were also encouraged to savor contentment before pushing on?
Just as each person is a unique individual, each organization is its own special snowflake. The solutions that will best serve one set of people will likely be different from what can best serve any other organization – or even the same organization in a different phase of its growth or maturity. But the *process* you follow to find those solutions can be remarkably consistent.