Long-time Sports Illustrated associate editor turned business consultant Don Yaeger studies high performers in sports for lessons in business leadership. Recently he conducted more than 100 interviews with some of the greatest team-builders in sports and business. From those interviews he wrote “Great Teams: 16 Things High Performing Organizations Do Differently.” He spoke with Chief Executive about how great coaches develop championship organizations.
Ever since Jim Collins and Jerry Porras published “Built to Last” in 1994, Fortune 500 companies have been proudly proclaiming their core values to the world. Core values, when done right, should be the company’s backbone and guiding light. They are what companies are built on and live by, and the generally held belief is that they should never be changed! You create them, test them and then you are married to them for life.
While CEOs of S&P 500 companies are overwhelmingly seeing tepid revenue growth and declining profits, a few highly innovative companies are successfully accelerating organic growth by building emotional connections with customers.
Executives and marketers alike often throw around terms like “data-driven” and “company culture”—just not in the same sentence. Today, the behaviors reinforced by a company’s culture aren’t consistently followed when it comes to employees’ use and management of data, and that poses a major challenge.
Ultimate Software is a fast-growing provider of human-resources software and payroll solutions, so the Weston, Fla.-based company should know a lot about dealing with employees.
Regulators are increasingly focusing on culture as a critical driver for corporate compliance, and board members should take note of this trend.
America’s manufacturing sector will likely require an estimated 3.4 million workers over the next decade with over 2 million of these jobs expected to remain unfilled due to a shortage of people with the skills necessary to operate in a 21st-century manufacturing environment.
Navy SEALS are the ultimate team. Through precision teamwork, they accomplish almost impossible feats, like safely hunting down Osama bin Laden at night in a foreign country. But while each SEAL is a formidable fighting machine, it’s the team that does the truly amazing things.
There were plenty of news stories throughout 2016 that kept business leaders wondering, how deep within the corporate culture did deceptions live? And how do they fester long enough to explode into these kinds of ethical issues?
Southwest Airlines CEO Gary Kelly shares practices and insights on getting the right people on board.