organisational culture

Are You Fit To Lead?

Challenges Ahead - SignpostAs Leaders one of our roles is to energise our organisations into action.

We can do this in many ways one of which is by example, by showing energy and enthusiasm in everything we do, this then becomes very contagious.

A different angle on corporate culture - introducing UGRs

If you would like to access an article on unwritten ground rules or 'UGRs', there is one attached. Hope you find it of value.

Regards

Steve S

The way we really do things around here...

Want to know what's really preventing people from achieving - go no further than your 'UGRs®'. UGRs, or 'unwritten ground rules' are people's perceptions of 'this is the way we do things around here'. They drive people's performance yet they are rarely if ever talked about. Examples of UGRs include:

Greetings from Steve Simpson

I'd like to congratulate Phil on a brilliant concept in creating this hub - well done Phil!

I'm based in Australia, although I travel a lot to countries across the globe. I created the 'unwritten ground rules' or UGRs concept which helps organisations understand and boost their culture. It's been implemented in companies large and small, government and private - in fact, I think the concept even gets a mention in Phil's book - wise move Phil :-)

I look forward to reading what's in the hub and to contributing when I think I can!

Regards

Steve Simpson

Steve Simpson , Understanding culture through the 'unwritten ground rules' or UGRs® concept

I work with organisations across the globe to help them understand their culture through the UGRs concept I created and wrote a book about! If you've got problems with regard to silos, implementing business plans, implementing change initiatives, or a general lack of productivity, there's a fair chance negative UGRs are at play.

Employees that fake it

I came across a very interesting report today from Oxford Psychologists Press (OPP).  They have just reported on some European research they have conducted which makes the UK top of the European charts for 'workplace chameleons'.  According to the research 64% of UK workers (18.6 million) change their natural behaviour and put on a false personality when they walk into work.  The European average is apparently 50%, with the Netherlands at the bottom of the heap at 36%.  As you would expect, dear Hubbers, this got me thinking.

How can leaders spot it when their employees fake it?

I came across a very interesting report today from Oxford Psychologists Press (OPP).  They have just reported on some European research they have conducted which makes the UK top of the European charts for 'workplace chameleons'.  According to the research 64% of UK workers (18.6 million) change their natural behaviour and put on a false personality when they walk into work.  The European average is apparently 50%, with the Netherlands at the bottom of the heap at 36%.  As you would expect, dear Hubbers, this got me thinking.

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