Does any of these sound familiar?

• You aspire to achieve great things, yet stay “small” for fear of failing.

• What about the thousands of dollars you’ve invested in leadership books and training, yet still find yourself stuck in the same rut and don’t know how to get out?

• Are you continuously swamped by the endless hours that your role demands, yet get diminishing returns from all your efforts?

You are not alone.   Most leaders harbor fears, negative thoughts and emotions that seriously undermine their achievements.  Here is one such story.

How One High Performing Leader Was Sabotaging His Own Potential 

About 10 years ago, I worked with a leader being groomed to become President of a fast growing company.  He was ambitious, smart and a quick learner.  He thrived on achieving big goals and was the high performing potential that every CEO dies for.

From outside appearances, there was nothing stopping him to take the company to the next level.  Or was there?

The CEO asked me to coach this new leader around becoming a team player.  His behaviors at executive meetings gave the appearance that his personal agenda was more important than the team/company agenda.

The truth was …  his personal agenda was more important at that time. In his mind, sacrificing his desires for team goals meant not achieving personal success.  He was stuck in “either-or” thinking and that was preventing him from gaining the trust and credibility of his team.

While your limiting leadership beliefs may be different, what you do have in common is that nothing will change unless you change on the inside first. External change by itself – ie., behaviors, actions or skills/knowledge — is never the solution.

While change is a multilevel complex process, this leader needed to change on the belief level to realize a rapid breakthrough. 

Because beliefs are powerful thought patterns that drive your emotions, behaviors and action, this article will focus on belief change, although it’s not the only type of change that may be needed.

No leadership or organizational goal can be achieved without the right beliefs in place.   First, let’s take a quick look at the basics of the inner change.

A Simple (but not easy) Formula for Leadership Change

When addressing limited beliefs, the goal is to move you from your present state (problem) to your desired state (goal).  However, inner interference – your internal terrorists — hijack your best efforts to achieve your desired outcome.

Present (Problem) State  +  Resource  =  Desired Change

  ↑   ↑   ↑

Interference

                               (Limited Beliefs or Inner Conflicts)

For you to achieve your desired state/change, the following conditions must be present:

• You must want to change.  

This condition relates to desirability and confidence.  You must be 100% congruent with the change or goal you are seeking.

• You must know how to change.

You must believe that you have the capability to produce desired results.

• You must believe it is possible for you to achieve your desired state and that you deserve to achieve it.

You need to be willing to give yourself time for the change to happen and to integrate the learnings.   You must also believe you are worthy of achieving this outcome.

When these 3 conditions are present, leadership breakthroughs can happen … in an instant.  When one or more conditions are absent, then  you must change some aspect of your mental map to achieve a breakthrough.  That’s where belief work comes in.

How Changing Your Leaders’ Beliefs Changes Company Results

Beliefs are not innocent things.  They are unconscious strongly held convictions that you believe are true and fact, yet they are neither.  They are judgments about yourself, about others and about the world.  They are the lens through which you view everything.  They …

• Influence your perception
• Skew your perspective and decision making in positive and negative ways
• Direct an/or limit your actions
• Shape your character in effective and ineffective ways
• Create the boundary conditions of your thinking
• Drive all behaviors, emotions and subjective experiences

“If you want to uncover your beliefs, just look at your results. “

Your leadership beliefs are the power source for your company’s results and for the culture you’ve created in the present. 

The question is: are those the results and culture you really want?

You say you have a compelling vision.   Do you believe it is possible?

You say you have core values.   Do you have beliefs conflicting with those values that drive different choices and actions?

You say employees matter.  Do you make them feel appreciated, recognized and heard?

You say that you put customers first.  Do they believe it?

 Are your results matching what you say you want?   If not, it may have nothing to do with the words you are saying; it could be that your employees may not believe them.

In the end, you have one of two choices.

Either you can keep going as you are and live with your current problems OR you can kick those sabotaging beliefs to the curb for good.  If you chose the later, read on.

Types of Beliefs Every Leader Needs to Know About

All beliefs can be categorized into one of three types.  Knowing how each type effects you and your organization is crucial to the change process.

1. Beliefs about Cause

We all have beliefs about cause.  They are reflected in your goals, plans, actions and decisions.

Beliefs about cause are implied in the form … “X” causes “y.”  Let’s take a look at examples.

What do you believe …

• Are the traits of great leaders?
• Drives high performance in an organization?
• Motivates employees?
• Is the reason for your unrealized goals?
• Makes your company successful or not successful?

Whether you realize it or not, these are all beliefs.  Not facts.  Not truth.  Simply beliefs. 

They may not even be your beliefs.  Many of your leadership beliefs, especially about cause, come from books, workshops, other leaders, etc.   Taking on those beliefs may or may not serve you and the results you want.

The point is … as a leader, you must challenge every belief about “what causes what” to realize different outcomes.

2.  Beliefs about Meaning

Our brains are meaning-making machines.  We give meaning to past and current experiences, behaviors (ours and others’), communications (words and non-verbal), etc.

Beliefs about meaning are implied in the form … “x” means “y.”  Let’s take a look at examples.

• What does it mean that your profits have declined for the last 3 months?
• Does it mean you have to cut staff?
• Does it mean you’ve failed?
• What does it mean that an employee has not met your expectations?
• Does it mean they are unmotivated?
• Does it mean you did not communicate clearly?

Beliefs about meaning result in behaviors congruent with that belief.  For example, if profits fell and you believe it was from a bad decision, you will hold back in future decisions or taking necessary risks.

3.  Beliefs about Identity

Beliefs about identity include cause, meaning and boundaries.  When you change beliefs about your identity, it means that somehow you are/will be a different person.

Changing beliefs at the identity level is one of the most profound breakthroughs you can experience. It transforms who you are at your core and every aspect of your life.

Let’s look at examples.

• What causes you to do something as a leader?
• Do you see yourself as competent leader?
• Do you believe you don’t deserve to succeed?
• To hold your employees accountable, do you believe you have to become a dictator or control freak?
• Do you fear that you won’t be liked by your employees if you take tough actions or make tough decisions.

To summarize … beliefs may be beliefs of cause, meaning or identity.  They may be about the world around you (eg., experiences or other people) or about yourself and your identity.

Beliefs are unconscious habitual thought processes that either undermine you or enhance you and your desired outcomes.

Nest step … Read the companion article — How Leaders Breakthrough Sabotaging Beliefs … With Velocity –  to learn how to detect limiting beliefs and simple ways for changing them to experience a rapid leadership breakthrough.

The post The Secret to Rapid Leadership Breakthroughs appeared first on The Empowered Business.

At the end of every year, I take a personal private retreat to clear my mind, take inventory of the past year and create a new vision for the new year.  Knowing the power of questions, at the start of each retreat, I ask myself …

What are the 10 most important questions to ask myself in this retreat to take my business (and life) to a more meaningful, impactful and prospering level in the new year?

For 3-4 days, I spend time by the ocean simply reflecting, letting go of any goals, plans or expectations.  I simply allow myself to just be.   To be a blank canvass upon which new insights, penetrating questions and inner promptings begin to emerge.

Every year I walk away with powerful questions that, simply by asking them, transform my thinking, direction and excitement for the future.

I share that with you for one reason only.  To embrace and utilize the power of questions within yourself and your organization on a daily basis.

“The one who asks questions doesn’t lose his way.”   African Proverb

Why Focus on Questions, NOT Answers? 

Our greatest shifts and changes in business and in life come NOT from answers, rather from powerful provocative questions.  Questions have the power to:

• Transform
• Open up conversations
• Solve problems creatively
• Shake up your thinking
• Build critical thinking
• Shift your focus
• Inspire new direction
• Shatter your assumptions
• Unleash potential
• Keep you aligned with your sense of identity, purpose and vision

… and much more.

In keeping with this month’s theme of building your strategic thinking muscle, below are 12 provocative strategic questions to create a new future for you and your company.

12 Provocative Strategic Thinking Questions You Need to Be Asking

Vision, Goals and Strategies

• As you envision where you want your company to be in 10 years, what BHAGs (big hairy audacious goals) do you see your company achieving?
• In order to achieve your BHAGs, what innovative ideas and strategies did you have to come up with?
• What “enemies” (external or internal) will you have to defeat along the way to achieve your BHAGs?

Markets, Competitors and Customers

• Imagine it’s 5 years from now.  What are your competitors envying the most about your company?
• What do your competitors respect the most about your company?
• What do you envision the future needs of our customers to be in 5– 10 years and how do you expect to meet them?
• What is your company the “best of” in your field or industry?
• When it comes to customers, how is your organization shifting from a “how many” to “who is our most profitable customer” focus?
• How are you staying on top of changing global, competitive, market, economic and technology trends to uncover hidden opportunities?

Changing the Inner Game 

• How are you breaking down big change in your organization into pieces too inconsequential to fail?
• How would you change if you HAD TO get 10x better/ bigger in the next 12 months?
• What do you have to do less of, to achieve more in your company?

Bonus Question

“For true success ask yourself these four questions:

Why?

Why not?

Why not me?

Why not now?”

James Allen

By no means are the above questions exhaustive.  In fact, they barely scratch the surface.

What provocative questions can you ask within your organization to build stronger strategic thinking capacity?

Share your own provocative strategic thinking questions and we will add them to this list with your name.

The post 12 Strategic Thinking Questions That Yield Big Results. appeared first on The Empowered Business.

As a leader, how often do you find yourself …

• 

  Thinking Behind Strategic Thinking

  Overwhelmed by an overload of demands, not knowing what to respond to first?

• Continually fighting for certainty, paralyzed by fear of the unknown?
• Blind sighted by unforseen events that jeopardize your company’s stability and bottomline?

I’m guessing what you really want is to stop your perpetual busyness.  You want to focus on the critical few.   You want to navigate your company, amidst constant change, to its ultimate destination.

In my decades of working with leaders, I have found that the above are symptoms that a leader lacks the capacity to think strategically.  Let’s look at how to turn those symptoms around.

The 3 Most Important Things You Need to Know About Strategic Thinking:  What It Is AND Is Not

1. Strategic thinking is an exercise of the brain muscle, not the wrist muscle.

Despite what many leaders believe, strategic thinking is NOT quantitative analysis – eg, generating sales forecasts – nor quantitative goals – eg,  $100 million in revenues.

While numbers are important in planning, true strategic thinking is qualitative.  It is about HOW you think as a leader, and less about the contents of your thinking.

 2. Strategic thinking is NOT the same thing as strategic planning.  In fact, many strategic plans have little strategic thinking behind them.

For most companies, strategic planning focuses on breaking down a goal into action steps and connecting those steps to resources, timelines and budgets.

While strategic planning is an important activity for implementation, a plan, without strategic thinking preceding it, has little chance of success.  While strategic planning defines the steps to move up the ladder, strategic thinking (in the words of Covey) defines whether your ladder is against the right wall.

 3. Strategic thinking is more about the structure of one’s thinking, NOT the content of one’s thinking.

While most strategy development efforts focus on content – or what one thinks, strategic thinking is driven by how one thinks – ie., the thinking behind the thinking.   We call this metacognition.

For example, assessing a competitor’s strengths focuses on content.    While the structure of your thinking may view competition at a higher elevation, such as the changing forces in one’s industry and impact on the competitive landscape.

How Great Strategic Thinkers Think:  The 6 Core Characteristics

Essentially, strategic thinking is a mindset.  It is the art of making the right decisions for attaining future success in a complex, uncertain world.   

Although there are many books about strategic thinking, my focus for this article is on the structure of strategic thinking … the Core 6 characteristics.

To uncover a leader’s strategic thinking capacity, I utilize a tool called the Inventory of Workplace Attitude and Motivations (IWAM) to assess a leader’s strength in the Core 6, as well as dominant mental patterns blocking a leader from thinking strategically.

Below are my Core 6 characteristics of strategic thinking.

Global (or Holistic) Thinking

Global or holistic thinking combines the cognitive abilities of:

• Big picture thinking (ie, seeing the overall landscape from a 10,000 foot level … such as your organization or industry. 
• Systems thinking (ie., ability to see the interrelationships between elements … such as, how decisions made in engineering impact other functions)
• Patterns recognition (ie., seeing cause and effect patterns within your environment, peoples’ behaviors and even within yourself  … such as “when I take 5 minutes to plan daily, I have a more productive, focused day.”)

The purpose of holistic thinking is not to accumulate knowledge, but to create new mental maps that unleash greater thinking possibilities for the future.

Example of Holistic Thinking:  Bill Gates and Paul Allen did not invent anything to start Microsoft. The personal computer revolution was started by putting together existing technologies in a way never done before. They could see from a 10,000 foot elevation how seemingly unrelated technology trends intersected, eventually disrupting the computer industry in a completely new direction.

Future Oriented

Strategic thinking leaders view their company’s past and present through the eyes of the future.  Strategic thinking requires strategic foresight and asking such questions as …

• What new emerging trends will shape our company’s future?
• What new possibilities may exist 10 years from now that don’t exist today?
• What unmet needs will our customers have in the future, not even visible on their radar screen today?

Strategic thinking requires a mindset that anticipates rather than reacts.  A strategic minded leader is seeking out opportunities through a “future” lens rather than merely responding to today’s problems and customer needs.

Example of Future-oriented Thinking:  According to Dr. W. Edwards Deming, management expert, the “principle of anticipation and innovation — driven by the producer, not the customer — is the ultimate competitive advantage.”

Henry Ford, a leader with great strategic foresight, understood that principle.  He said if he had asked his customers what they wanted, they would’ve asked for a faster horse.

Options Thinking

Options thinking is nothing new.  Our whole lives consist of endless options –  what will we eat for dinner, where will we invest our money and so on. The same is true for organizations.

To achieve strategic success, leaders must develop their options thinking capabilities on two levels:

1. Defining multiple options for reaching goals and choosing the “best”;
2. Identifying a wide range of possible future states (aka environmental scenarios) to uncover and exploit emerging opportunities.

To understand why, imagine, if you picked a random path up a mountain – rather than finding the easiest among multiple alternatives.  Or that you did not consider various conditions in your climb – like snow, dangerous animals or equipment failure.  What would be your chances of success?

In a similar fashion, many strategic plans fail within organizations due to lack of options thinking.

Example of Options Thinking:  In 2006, Mike Jackson, CEO, AutoNation, challenged industry assumptions by asking “what if buyers replaced cars every 5 years, not 3 years?”  By looking at a low probability, high consequence event, AutoNation experienced profitability and positive cash flow, while many dealers went out of business.  That’s the advantage of options-thinking.

Differences–Oriented

When a leader is a high differences-thinking person, it tells me two things:

1.  His/her brain is wired to sort for differences. These leaders are innovators.  They love to change the rules of the game.  Think Steve Jobs as a “high differences-oriented” leader.
2. They thrive on change.  Not only can these individuals respond easily to change.  They can “see” possible changes in the future that others may dismiss or think impossible.

Such leaders have the ability to see and capitalize on hidden opportunities that others don’t have the thinking capacity to spot.

Example of Differences-Thinking:  Billy Beane, General Manager, Oakland A’s, shattered conventional baseball beliefs that big payrolls translate into big wins. His unconventional use of statistics in identifying undervalued players led the A’s — one of the worst teams in baseball with one of the lowest payrolls — to three American League West division titles.  This is hallmark of a differences-oriented thinker.

Achievement/Success Thinking

An achievement-thinking leader is an individual who is motivated by success and by being the best.  Achievement-thinking leaders choose strategies that exploit an advantage. Their only goal is to win.

To develop this thinking muscle, leaders must address fundamental achievement-oriented questions, such as …

• What defines success?
• What are the factors that drive success?
• How will we measure success?

Example of Achievement-Thinking:  Olympic athletes are the quintessence of achievement-oriented thinkers.  Their whole focus is on winning the gold medal.  For many, even a silver or bronze medal is considered failure.  They seek every possible strategy to get the advantage: the choice of a coach, equipment, mastering the fine points of technique, etc.

Proactive Balanced with Reflection

Most leaders by nature are highly proactive and take little time for reflecting.  Yet, to solve the increasing unfamiliar problems facing businesses today, a leader must learn to balance (proactive) action with reflection for new insights to problems with no precedence.

This balance requires leaders to take regular time for reflection and cultivate a sense of right timing for action guided by one’s own intuition.

True reflection is not about thinking hard, but rather a presence of mind.  A state of mind in which you view a situation from not knowing … a beginner’s mind.  (see Strategic Intuition, William Duggan)

Example of Proactive Balanced With Reflection:  Napolean was a master at strategic insight.  What he lacked in size of army, he made up in precision and reaction rate. Napoleon said it best: “Take time to deliberate, but when the time for action comes, stop thinking and go in.”

Building your own strategic thinking muscle

A small amount of consistent time and practice is all it takes to build your own strategic thinking muscle.  For example …

1. Learn chess.  It is one of the best ways to develop the strategic thinking characteristics described above.
2. Subscribe to the Futurist magazine published by the World Future Society.
3. Track the BIG, new things the smartest people & organizations (regardless of industry) are doing.  Then adapt them in your company.

If that seems too much now, just remember …

Do less.  Reflect more.

Problems less.  Possibilities more.

“Play not to lose” less.  “Play to win” more.

The post How Great Strategic Thinking Leaders Think. appeared first on The Empowered Business.

Has the obsession to create a happy, engaged workforce gone toxic in your company?

Is over-emphasizing positive thinking in your company’s culture, actually creating negativity without you even knowing it?

Is having 0% employee turnover actually a good thing to sing high praises about, or is it overshadowing another truth?

These are just a few examples of how companies, even with great cultures, can go to the dark side.

The REAL Truth About Your Company Culture & Its Hidden Shadow Side

Most great cultures are driven by handful of sacred values.  They have the clarity, discipline and consistency to make those values deeply embedded into their organizations, often outperforming in growth and profitability by  as much as 150%.

Yet many great cultures have also gone toxic AND the leaders don’t even realize it.  The factors that drive a company’s greatness – when taken to an extreme or at the expense of other factors – can actually become the organization’s hidden “shadow” side.  When that shadow is not brought to light, it can actually lead to the downward spiral or a company’s demise.

A past client company with a strong people-oriented culture – one that I deeply admired when I first started working with them – is one such example.  That strong people culture ignited rapid growth and became their competitive advantage in a high commodity industry.  However, when the recession hit, financial fear took over, its once strong culture went toxic and revenues and profits plummeted.

How is it possible for a great culture, like that, to go to the dark side and not realize it?

7 Blindspots That Can and Will Drive Your Company’s Culture to the Dark Side

Below are 7 blind spots and clues that your organization’s culture – no matter how successful in the past – is possibly headed in the wrong direction.  Be rigorously honest how these blind spots are relevant to your organization.  Otherwise, your company’s future could be in jeopardy.

Blindspot 1:  You fight for your espoused values at all costs, without realizing the unintended consequences on your organization and business results.

Any value taken to an extreme actually becomes a company liability.  A good example is the obsession with positive thinking within organizations.

Don’t get me wrong.  I am in favor of developing a mindset and culture that focuses on positivity, as long as it is authentic.

Yet being in blissful denial of the “real” emotional climate, politics or stress levels within your organization only creates a culture that hides its deepest worries and avoids the cold hard truth that can cost your company dearly.  Excessive positive thinking also results in artificial company behaviors and attitudes, triggering employee resentment, resistance and frustration.

Remember … any value – even the seemingly positive – taken to an extreme in your organization becomes your liability and “shadow” side.

Blindspot 2:  You focus mostly on the overt, tangible aspects of culture, while ignoring the covert drivers of your culture.

A company’s culture consists of overt and covert factors.   Overt factors involve what is tangible and observable – such as, strategic processes and behaviors within an organization.  Overt aspects of culture often utilize the reasoning, intellectual parts of our brain — the dominant focus of today’s leadership teams.

Covert aspects relate to the intangible, unconscious (ie., below your ordinary awareness) assumptions, social, emotional and political patterns, organizational taboos, etc.  Every organization has covert aspects driving its culture – such as, fears, insecurities, friendships, trust, jealousy, ambition and many more.

These hidden aspects of your company’s culture are driven by the emotional parts of our brain – that is, the underlying motivations, beliefs and “actual” values — determining your actual culture.

For example, one of my company clients has a strong “respect” value — an asset in many work relationships.  Taken it to an extreme, however, prevented them from speaking their truth and having honest conversations about critical organizational problems.

Their covert “agreed upon” behaviors for respect were translated into a belief that conflict or disagreement were to be avoided at all costs.  This covert aspect of their culture drove unintended behavioral consequences for which they paid a high price, till we eliminated the unhealthy aspects of this value.

Blindspot 3:  As a leader, you have a strong internal bias how well your culture is doing that does not match reality.

It has been found in behavior-related studies, that human beings think they are better than they really are.  This phenomenon is called in psychology a “self-serving bias.”

The same is true in the world of leadership and culture.  My term for this is “cultural inflation.”  There are many ways this self serving bias can blind you into thinking your culture is doing better than it is.

For example, when a company grows and changes, it is not unusual for its culture to erode at the bottom levels of the organization.   The leadership team is no longer involved lower levels and often becomes oblivious to the atrophy now monopolizing its culture.

Even when a leadership team recognizes issues within their culture, such leaders often don’t see themselves as “part of the problem.”  They don’t recognize that their actual behaviors, decision-making, communications, etc. are a major contributing factor to the dysfunctionality in their culture.

Blindspot 4:  Your strategy and culture are working at cross purposes with each other.

A common issue at a leadership level is not understanding the interplay between strategy and organizational culture.   As a company, you cannot sustain growth, profitability and your competitive edge without harmony and alignment between business strategy and culture.

So many companies fall short in their goals because they overemphasize strategy with little/no attention to the cultural aspects that drive it.  The most ingenious strategy in the world will never come to fruition without creating the right culture to drive it.

Strategy can be imitated by your competitors.  Your unique, well-entrenched culture cannot.

Blindspot 5:  You put too much weight on the strength of your company’s culture, not its fit.

There is the mistaken notion that great company cultures are the byproduct of its strength.  That is, the more entrenched an organization’s core values, the greater the culture.

While there are advantages to strong cultures over weak ones, the danger is assuming that it is the “right” culture, given your organization’s environment. 

The best cultures are those that continuously adapt to succeed in their market and competitive environments.

A manufacturing company in a price competitive environment may do best with an efficiency-based culture.  While a service business may do best with a people-oriented or customer service driven culture.

On the other hand, as your company’s environment experiences disruptive change, your culture must change accordingly to succeed.  When a company’s culture does not fit and/or adapt itself to its own environment, employees will have a hard time knowing how to respond to and serve the needs of its marketplace.

Ignoring the importance of culture fit and adaptability is one of the biggest reasons why great cultures go bad.

Blindspot 6:  Your organization is plagued with double binds, conflicting values and competing demands.

A hidden threat to great cultures are unresolved double binds and conflicting values.  A double bind, by definition, is an unresolved dilemma where the victim feels trapped, no matter the course of action.  That is, the victim deems the situation as lose-lose.

For example, a leader may be put into a double bind situation about the future status of a loyal, although under-performing, employee.  If he/she fires the employee, the leader is giving an unspoken message that loyalty is not valued.  If he/she keeps the employee, the unspoken message is that underperformance is tolerated, which impacts morale and demotivates your best performing employees.

Conflicting values are 2 or more values in conflict – perceived or real — with each other.  That is, either-or thinking. For example, growth driven companies often over-emphasize growth at the expense of other critical  factors, such as profitability.  A company will never be able to sustain growth until the underlying values and assumption conflicts are identified and resolved.

When either double binds or conflicting values go unresolved, the end result is paralysis, a polarized culture, victim thinking and compromised performance.

Blindspot 7:  You fail to assess the health and fit of your current culture and any possible signs of erosion or dysfunctionality … from the outside.

Because so many aspects of a company’s culture exist “below the radar screen,” it’s easy for business leaders to have a skewed perception about the health of their actual company culture.

Or they rely on their own internal assessment of culture which can be just as misleading.  In my experience of assessing company culture, employees rarely tell all for fear of consequences, so the real truth never fully comes out.

What are the alternatives?

• Use an outside culture assessment tested for high validity and significance … AND only use it as a starting point, not the end all.

• Find an outside consultant that can facilitate open-ended interviews and discovery processes to uncover a leadership team’s understanding of culture, its relationship to strategy and how well the two are aligned.  It is also important for the outside expert to observe your “culture in action” in meetings, everyday activities and through casual interaction with employees to uncover your actual culture.

Why such an indepth assessment?  Because company cultures, even the best, can become lulled by their past success and ignore the warning signs of a culture gone bad.  Some of the most once admired companies in history – Enron, Worldcomm and Arthur Andersen just to name a few – have been unfortunate proof that even purported great cultures can go to the dark side.

For low cost tools to assess your actual culture landscape, click here.

The key is not to fear or avoid the shadow or dark side of your company’s culture.  Rather to learn from it. Your culture’s shadow side actually holds the gift of transformation for your organization’s future growth, success and distinctive advantage in the marketplace.

What warning signs or blindspots do you need to heed from your culture’s shadow side?  What will it cost your organization if you don’t?

___________________________________

Denise Corcoran – CEO, The Empowered Business^TM – helps growth-seeking companies develop game-changing leadership teams and organizations that drive and sustain profitable growth by design.   Denise can be reached at denise@empoweredbusiness.com or www.empoweredbusiness.com.

The post When Great Company Cultures Go to the Dark Side appeared first on The Empowered Business.