Here are several strategies for organizations to better support both high- and low-empathy leaders, including encouraging more-empathetic leaders to take breaks after giving negative feedback and training less-empathetic leaders on techniques for delivering feedback more compassionately.
“Strategy is hard; culture is soft,” Heskett writes, beginning a list of common misconceptions. “The impact of a strategy on growth and profit can be measured, but that of a culture cannot. If you get the core values shared by everyone right, the rest will take care of itself. A strong culture helps assure good performance. To change an organization’s culture requires a long time. All of these assertions have been passed around in management circles over the years. And all of them are essentially wrong.”
Heskett’s thesis: most leaders don’t devote nearly enough time to managing the culture of their companies, and the time that they do spend on it is often wasted.
Is that you?
Follow Heskett's lead and "live the culture." Because meaningful change, like many things, begins at the top.
Fong says that asynchronous, in short, is when work happens for different people on their own time.
Work gets done on time, people are less stressed, and it allows for a wider talent pool. With an asynchronous work style, companies can hire literally from anywhere in any time zone and are not limited by geography.
Read: The future of work is asynchronous to rethink how we work.
Learn what Nick Wolny over at Fast Company has to say about all this. He provides a few foundational processes to streamline for the coming hybrid year.
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