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Different ways to stretch the abilities of your team, like stretch assignments and giving tough, broad goals.

How to create and think through what your incentive philosophy will be.

How to define and great a culture while considering your full team’s abilities and goals.

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The actions some leaders took to model cultural behaviors they thought were important.

The different ways to give your team opportunities to grow.

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What do you think the best incentive philosophy is?

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Goals: When individual goals conflict with team goals, this creates competition rather than collaboration. Really interesting to me and makes perfect sense.

Performance Feedback: The book mentions (page 111) that "brutal honesty" is critical in shifting cultures. Agree but this seems SO HARD. Would have loved to have more information in this section.

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What ways, besides a 360-degree evaluation, can harness honesty and feedback within a team?

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1. Creating system for feedback fosters team growth.

2. Real life leadership experiences matter more than leadership training. (Enjoyed the read linked above.)

3. "Culture trumps strategy."

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U.S. corporations spend enormous amounts of money-some $356 billion globally in 2015 alone-on employee training and education, but they aren't getting a good return on their investment. People soon revert to old ways of doing things, and company performance doesn't improve. To fix these problems, senior executives and their HR departments should change the way they think about learning and development: Because context is crucial, needed fixes in organizational design and managerial processes must come first.

The authors have identified six common barriers to change: (1) unclear direction on strategy and values, which often leads to conflicting priorities; (2) senior executives who don't work as a team and haven't committed to a new direction or acknowledged necessary changes in their own behavior; (3) a top-down or laissez-faire style by the leader, which prevents honest conversation about problems; (4) a lack of coordination across businesses, functions, or regions due to poor organizational design; (5) inadequate leadership time and attention given to talent issues; and (6) employees' fears of telling the senior team about obstacles to the organization's effectiveness. They advocate six basic steps to overcoming these barriers and achieving greater success in talent development.

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Why Leadership Training Fails-and What to Do About It

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U.S. corporations spend enormous amounts of money-some $356 billion globally in 2015 alone-on employee training and education, but they aren't getting a good return on their investment. People soon revert to old ways of doing things, and company performance doesn't improve.

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1. I had not given much thought to the idea of managing culture and the relationship to achieving strategy. But it certainly makes sense.

2. The textbook says that culture is invisible, implicit, and hard to describe. I'm not sure I agree with this.

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1. As I pointed out in the previous block (Learning), the book says it's hard to describe culture because it's invisible and implicit. My gut and my experience would disagree with this. I think it could be hard to capture a reliable definition of culture, hard to collapse it into a succinct idea; but certainly can be done. As the book said, go ask 10 employees about the culture, and I bet you will get themes and trends that emerge, many of them probably quickly and effortlessly.

2. I get that we want to have goals to work toward, but the book did not address how to deal with leaderships' overwhelming and near-constant urge to chase the next shiny object and try to make that part of their teams' goals. What's the best way to guard against this behavior? How can you perform against your stated goals without getting driven off course by leadership?

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I previously asked what's the best way to prevent leadership from driving you off course, driving you away from achieving your stated (and agreed upon) goals for performance? Leaders tend to chase the next best thing (shiny objects) and constantly bring up requests that are not part of the strategy. It becomes tempting to indulge them because they might be right and because they are the ones giving out raises. This behavior has a cost.

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Creating a culture is very challenging and I found it changes each time you get a new CEO.

Incentive packages historically are controlled by HR and not the manager. I remember trying to fit things into the goals that made no sense because HR had no idea what we did.

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Goals: We would have individual and team goals but getting everyone in alignment on the team goals could be challenging.

In this day of #MeToo and other issues, not sure that brutal honesty flies very well.

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How does your company create fairness in their incentive philosophy? Favoritism is a big problem in most companies.

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1. Ways to give opportunity for growth which is difficult for talented and experienced employees

2. Culture is so important and gets more difficult to instill as a company grows and different generations come into the mix. I enjoyed all of the reading on this.

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I do feel that culture is the base for success in an organization. If you have been with the same company for a long time, do you feel it is getting more difficult to instill that culture with new employees?