TITLE

CHAPTER 12: The Commitment Step: To or Not To?

PUB. DATE
January 2003
SOURCE
Fell's Official Know-It-All Guide: Let's Get Results, Not Excuse;2003, p129
SOURCE TYPE
Book
DOC. TYPE
Book Chapter
ABSTRACT
The article informs that companies make every effort to reach for the goal of inculcating an excuse-free corporate culture. A company doesn't have to be totally excuse-free in order to take giant strides forward in getting results. But it does have to be consciously and constantly striving toward the goal of becoming excuse-free. It is critical to understand that excuse-making is the default position for people if clear corrective measures are not taken by leaders and management. There are three prerequisites that are necessary for any company to make significant, gainful, and lasting change: the leaders must be ready to change, they must have an intense desire to win and they must be willing to make the commitment to do whatever it takes to become number one in their field. The mistake that many companies make is to assume that their culture is determined by their vision or mission statements. This is simply not the case. The only culture that can respond to and win in the marketplace is the culture that is proactive, creative, optimistic, responsible, accountable, stretching, trusting, helpful, focused, risk-taking, blame-accepting, internalizing, and so on.
ACCESSION #
19852342

 

Related Articles

  • Leading with Influence.  // Leading With Influence - Competency Center;Apr2016, p1 

    Leading with influence is a valuable competency within the workplace. Most leaders rely on influence to sell ideas and to motive people to support their decisions. The best leaders use their influence skills to communicate a shared vision, align the efforts of others, and build commitment to a...

  • STARTING AN EXECUTION REVOLUTION. Lepsinger, Richard // Industrial Management;May2008, Vol. 50 Issue 3, p27 

    Companies frequently develop vision and mission statements about being at the top of their industry, the great service they provide to customers, and their rewarding work environment. Yet more often than not, these statements are so far from reality that they become joke fodder for customers and...

  • CHAPTER 11: In Bureaucracies.  // Fell's Official Know-It-All Guide: Let's Get Results, Not Excuse;2003, p119 

    The article presents information on how excuses manifest themselves in bureaucracies. Most corporations are, by definition, bureaucratic in nature, and provide a fertile environment in which excuses can multiply. The larger the organization becomes, the more it tends to accumulate secondary...

  • CHAPTER 9: In Planning.  // Fell's Official Know-It-All Guide: Let's Get Results, Not Excuse;2003, p99 

    The article presents information on the dynamics of how excuses manifest themselves in the corporate planning process. The confusion by leadership between the noun and verb meanings of the word "plan" leads to difficulties of far-reaching proportions in the workplace. For them "the planning...

  • Wardrobe Essentials for an Advising Style Make-Over. Epps, Nu'Nicka T. // Campus Activities Programming;Mar2011, Vol. 43 Issue 7, p14 

    The article offers tips for keeping advising style updated and always relevant. The author suggests researching about the organizational culture and vision statements. She explains the importance of cultivating a circle of influence or group of trustworthy individuals and determine whether the...

  • Creating and Preserving a Business Culture. Filho, Savio Capelossi // Quality Progress;Aug2007, Vol. 40 Issue 8, p36 

    The article discusses on how the culture in every company influenced the success in business. Culture has been regarded as significant in the sustainability and long-term success for every business ventures in one country, such that the dominant culture of any company is reflected in the...

  • CHAPTER 15: The Integration Step: Developing a Unified System.  // Fell's Official Know-It-All Guide: Let's Get Results, Not Excuse;2003, p175 

    The article presents information on the system of management that integrates the values statement into everyone's personal goals with the single focus being excuse-free behavior. The values statement of a company is their desired corporate culture. This implies that setting up the organizational...

  • CHAPTER 6: Kill Many Birds with a Single Stone.  // Fell's Official Know-It-All Guide: Let's Get Results, Not Excuse;2003, p49 

    The article informs that in the course of corporate development it is necessary to update and upgrade the manner of looking at problems in the workplace. There are three ways to view the relationship between any two or more things, the relationship might be causal, it might be coincidental, or...

  • CHAPTER 18: The Implementation Step: All Aboard!  // Fell's Official Know-It-All Guide: Let's Get Results, Not Excuse;2003, p183 

    The article informs that implementation is usually one of the toughest jobs when it comes to changing corporate behavior, in context of excuse-free behavior in companies. By the time it gets to actual implementation, the whole thing falls flat. One reason for this is the mistaken belief that new...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics