The Culture Code

The purpose that you articulate and demonstrate is the framework they’ll use to make judgment calls about the consistency of your vision and execution. Leaders understand that these times crop up regularly and they embrace them as ideal junctures to speak into a void.

The analogy I drew was to games, or sports. I said, “You know why playing a game is fun? Because it has rules, and you have a way to win. Picture a bunch of people showing up at some athletic field with random equipment and no rules. People are going to get hurt. You don’t know what you’re playing for, you don’t know how to win, you don’t know how

Cada um dos participantes se concentrava no filme em questão, e não numa agenda pessoal oculta. Eles discutiam – algumas vezes de forma acalorada –, mas sempre a respeito do projeto. Não eram motivados por coisas, como receber o crédito por uma ideia, agradar aos supervisores, vencer uma argumentação só para dizer que o fez – que com tanta frequênc

People need visions to make the purpose more concrete and tangible. We have to learn to ‘paint pictures’ of the type of organization we want to have. Core values are necessary to help people with day-to-day decision making. Purpose is abstract. Visions may be long term. People need ‘guiding stars’ to navigate and make decisions day to day. But core