Brand U’s understand that to maintain work sanity they have to understand their employer’s or customer’s values. An organizational culture can empower or kill a career. If you understand and reinforce your customer’s or employer’s culture, then there’s a much higher chance you’ll excel. If the organizational culture jangles you, then deal with it or […]
Brand U’s Want to Work for An Organization They Believe In Read More »
When there is a gap between an organization’s word and deed, problems can arise such as with the IRS’s new mission statement: ‘provide America’s taxpayers top quality service by helping them understand and meet their tax responsibilities and by applying the tax law with integrity and fairness to all.’ This mouthful has caused problems when
Finding meaning at work is hot! Brand U values do matter. Silicon Graphics gives ‘spirit’ awards to employees who embody the company’s ideals in a poem. Lotus Development Corporation has a ‘soul’ committee to find ways to improve employee morale. Are these serious efforts or are they the latest fad? As more power shifts to
Finding Meaning at Work Read More »
Brand U’s believe in change. They use change to position their ideas, career, projects, or themselves. By definition, each Brand U is a personal change agent. Or sometimes, Brand U’s are tapped to become organizational change agents. The challenge is that change management is a tough organizational assignment. So often, the CEO delegates it to
If senior management mandates or imposes a phony value system on an organization, people know and feel it. They perceive this as another mandate or fad from above. And management fads come and go. Fads are seldom around long enough to be internalized. There’s little time for the initiative to be evaluated before something else
Management Faddism Read More »
Brand U culture is dynamic not static. Culture must reflect the environment and competitive marketplace. Culture then changes with the times. For example, AT&T as a regulated monopoly for a hundred years had a culture that stressed the highest production standards and highest service. Customers were willing to pay for the service through their rate
Culture Is a Changing Paradigm Read More »
Principles: A basic truth, law, or assumption; a basic source. Jost, David, Ed., The American Heritage College Dictionary, 3rd Edition, Houghton Mifflin, 1993.
Definition of Principles Read More »
“We don’t have time for this stuff.” “This too shall pass.” “We have no help.” “This stuff isn’t relevant.” “I’m a short termer.” “They’re not walking the talk!” “This stuff is …” “Don’t bother me with small stuff.” “This stuff isn’t working.” “They’re acting like a cult.” “I’m a temp, so it doesn’t affect
Resistance Signals of Change Read More »
Virtual teams are somewhat new but will become more prevalent as Brand U organizations, and Brand U individuals, develop state of the art, ‘world class’ technologies, skills, capabilities, information, or other resources. In a virtual team, each Brand U is an expert. Value-added capabilities are brought in. Synergies arise. The output is greater than the
Many of today’s young Brand U’s were brought up in a permissive environment where questioning was an accepted form of behavior. Authority was also questioned. Rules were made to be broken. These Brand U’s threaten traditional managers who demand unquestioning obedience. Both management and employees may feel threatened by change. Management may feel threatened when
The Millennial Challenge Read More »