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As a leader, you want to keep abreast of the best readings, best practices, and best new ideas that help you lead and manage your organization. CultureConnects helps you do just that, with Leadership Connections, the only e-letter that's devoted to connecting organizational culture with bottom line benefits. In every issue our team of organizational development professionals deliver concise, thought-provoking, ready-to-use business ideas. CultureConnects is your guide to healthier, more profitable organizational culture, via innovative executive consulting and on-line services.

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(To purchase a book, click on its link.)

September 2001		The Story Factor “If people can't see it, it ain't a vision!” READ MORE or order here.
August 2001		“What remains of strategic planning is in fact a set of three independent approaches—a kind of portfolio of planning techniques, if you like. On one side is a numbers game, geared to motivation and control but not to strategy formation. On the other is capital budgeting, a portfolio technique to control capital spending through decision making but not strategy making. And in between is a process that seems to be about strategy making, but more in name than in content, for this remains largely unspecified. The black box of strategy creation was never opened... .” READ MORE or order here.
June 2001		"A new century was dawning, and ambitious men like him saw endless possibilities and changes afoot. Electricity was revolutionizing home life and industry. Steamers had all but replaced sailing ships. With polar exploration, every corner of the world would be known for the first time. And speculation that Antarctica’s ice covered valuable resources made the expeditions seem a shortcut to wealth." READ MORE or ORDER HERE
May 2001		“Human creativity is inherently unlimited, and it will outfox a cookbook every time.” READ MORE or ORDER HERE.
April 2001		Developing Dynamic Boards: A Proactive Approach to Building Nonprofit Boards of Directors “This book is about developing boards of directors—those sometimes maligned but more often forgotten and neglected policy groups—which are assumedly at the helm of nonprofit organizations in our society. The evidence indicates that, in the main, boards need help in fulfilling their functions of governance, stewardship and support.” READ MORE or ORDER HERE
March 2001		“We will forget and forgive any judgment error that you make, but integrity mistakes are forever.” READ MORE or ORDER HERE
February 2001		“Success depends, in a very nonhierarchical way, upon information flowing through the organization and coalescing in the right place. This doesn’t happen by fiat. It’s a function of culture. Culture is the software that drives an organization.” READ MORE or ORDER HERE
January 2001		“There is something about the way decisions get made in successful organizations that sows the seeds of eventual failure. ...There are times when it is right not to listen to customers, right to invest in developing lower-performance products that promise lower margins, and right to aggressively pursue small, rather than substantial, markets. ...These rules, which I call principles of disruptive innovation, show that when good companies fail, it often has been because their managers either ignored these principles or chose to fight them.” READ MORE or ORDER HERE
2000 Archive DO WELL WHILE DOING GOOD. READ MORE HERE		Click to subscribe to Leadership_Connections FREE NEWSLETTER