By Joseph L. Badaracco — 2006
We have all experienced, at one time or another, situations in which our professional responsibilities unexpectedly come into conflict with our deepest values.
Read on hbr.org
CLEAR ALL
Everybody talks about company culture these days, but very few people in the industry understand what it really means. Even fewer people know how to build one.
All managers know that they need to help their employees through challenging times. But almost no manager is prepared for when one of their direct reports announces that he or she has cancer, despite the fact that more than 1.6 million people will be diagnosed this year.
If you’re managing teams, don’t underestimate this rare but powerful leadership trait.
To stay on top, you must reframe your company’s struggle and articulate your vision.
What matters is not so much the “what” of a job, but more the “who” and the “why”: Job satisfaction comes from people, values, and a sense of accomplishment.
Business ethics are not something you need to start worrying about when your company reaches a certain size; they need to be sewn into the fabric of your startup from the get-go.
It can be tough enough to manage your own stress. But how can you, as a manager, help the members of your team handle their feelings of stress, burnout, or disengagement?