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Leadership and Greed
Greed. Some call it an ugly green monster. And, it seems to be a topic we are hearing a lot about in the US news today. This article defines greed and differentiates between individualistic and collaborative work cultures and practices. It also gives you criteria for discerning leadership greed in your organization.

Workplace Ladder Fuel
Maybe you received the email offering cash in exchange for testing the Microsoft/AOL email tracking system. Or you heard that theaters were using subliminal advertising to increase sales of popcorn and soft drinks. Maybe it was the "buy one, get one free" Porsche promotion that caught your attention, or the warning that reusing plastic water bottles is unhealthy since components breakdown and are ingested.

Other work cultures Related Articles

Impact of Culture on Mergers and Acquisitions
no matter how adept top executives have been in working the art of Mergers and Acquisitions (M&A), many are now singing the post M&A blues. According to a KPMG International study, 83% of mergers and acquisitions fail due to mismanagement of cultures. Merging balance sheets it turns out is far easier than merging cultures. Executives must therefore analyze the culture of the two companies before considering a merger or acquisition.
Are you employing “Happy Campers” or “Grumpy Grouchs”?
We hear a lot about diversity in the Press. What a great country Australia is for embracing all our different cultures and promoting “a fair go”! But diversity at work means a different thing. How good are you at recognising diversity amongst your staff? Do you know what their strengths and abilities are? Can you get the best out of them, thus enabling the business to grow and prosper?
Horses for courses
We hear a lot about diversity in the Press. What a great country Australia is for embracing all our different cultures and promoting “a fair go”! But diversity at work means a different thing. How good are you at recognising diversity amongst your staff? Do you know what their strengths and abilities are? Can you get the best out of them, thus enabling the business to grow and prosper? A lot of the work I do for businesses is to provide clarity when their management team has become dysfunctional. Each team player is at odds with the next, the team leader has no idea how to progress, and the business is stagnant.

Leadership and Greed
Greed. Some call it an ugly green monster. And, it seems to be a topic we are hearing a lot about in the US news today. This article defines greed and differentiates between individualistic and collaborative work cultures and practices. It also gives you criteria for discerning leadership greed in your organization.

Five Ways Forward-Thinking Leaders Are Using The Recession To Build and Reposition Their Teams for Rapid Growth
Over the past eight weeks, I have been interviewing CEO’s of Team Cultures for my upcoming book and have learned some great tips to share with you about how they are strategically benefiting from the economic downturn. Just like the TIGERS universal team values, these tips offer common sense solutions that many individualistic cultures will find difficult to implement due to burdensome hierarchies and competitive infrastructure.

BEING THE BEST MEANS CREATING A SELF MANAGING CULTURE
Self Management is the #1 Competency of Successful cultures and of successful people. Take a look at any top performers or top companies and the clues to their success are evident. They make and keep commitments, are self driven, and focus on the value the bring to those they serve and those they work with. Managers coach through meaningful conversations and walk their talk.

Building and Organizing a Virtual Team - Strategies that Work
Building and organizing a virtual team can be challenging at the best of times and more so when team members live internationally and possibly come from different cultures, but there are some common strategies that will make light work of it whatever the circumstances.
Is internal competition eating away at your sales results?
Many sales cultures are traditionally based on respect for authority, status and success, and encouraging competitive, challenging and achievement-oriented atmospheres. Although this is not true for all businesses, especially in the 21st Century! There are a growing number of businesses adopting more collegiate, lead team approaches. However, despite different types of cultures, sales performance and results are usually derived from the efforts of individuals. Harnessing those individual efforts to achieve synergy (the sum is greater than its individual parts) is a key task of management, yet so many get it wrong. Let’s take a look at one case study and see why.
Merger Miseries 8 Scrambled Cultures
Blending organizational cultures after a merger or acquisition is often the most difficult part of the process. Many organizations fail because they did not anticipate the challenge of this step and institute processes that would have helped the integration. This article describes 12 ways to help make the process work better.
Considering high-context vs. low-context cultures and its impact on cross-cultural leadership communications.
Communicating in your own native language is difficult enough. Add to this the nuances of differing cultures and we have a rather complex matter. Such nuances create certain barriers to communicating in a cross-cultural setting. Today, more than ever, leaders must find ways to influence people in varying cultures. Further, leaders must begin to understand the implications of globalization and how the very patterns of thought are based on the individual’s culture of origin. This article seeks to outline the meaning of high- and low-context cultures; polychronic and monochronic cultures; and explain how leaders may begin to better communicate within the context of these differing cultural settings.
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