Comments on: The Impact of Culture http://thetrustambassador.com/2009/11/09/the-impact-of-culture/ Wed, 23 May 2012 21:54:09 +0000 hourly 1 http://wordpress.com/ By: trustambassador http://thetrustambassador.com/2009/11/09/the-impact-of-culture/#comment-1642 Wed, 28 Sep 2011 14:58:33 +0000 http://thetrustambassador.com/2009/11/09/the-impact-of-culture/#comment-1642 That is fine, Kathy. Be my guest. That is what social networking is for.

]]> By: Kathy Gibson http://thetrustambassador.com/2009/11/09/the-impact-of-culture/#comment-1583 Wed, 14 Sep 2011 22:45:23 +0000 http://thetrustambassador.com/2009/11/09/the-impact-of-culture/#comment-1583 Heya! I hope you do not mind but I decided to publish your blog: http://thetrustambassador.com/2009/11/09/the-impact-of-culture to my on-line directory. I used, “The Impact of Culture ” as your blog title. I hope this is alright with you. In the event that you’d like me to change the title or perhaps remove it entirely, email me at MichaelRFoor@yahoo.com. Thank you.

]]> By: informal coalitions http://thetrustambassador.com/2009/11/09/the-impact-of-culture/#comment-78 Sat, 14 Nov 2009 12:03:47 +0000 http://thetrustambassador.com/2009/11/09/the-impact-of-culture/#comment-78 The emergence of trust in organizational relationships…

I recently came across a LinkedIn Group discussion on the ‘dimensions’ of organizational culture. Started by Robert Wimple, this homed-in on trust as the essential component for a sustainable culture. It drew on an interesting blogpost on his site, The…

]]> By: Dave Horsager http://thetrustambassador.com/2009/11/09/the-impact-of-culture/#comment-77 Fri, 13 Nov 2009 21:53:35 +0000 http://thetrustambassador.com/2009/11/09/the-impact-of-culture/#comment-77 We have a great 360 degree gap-analysis assessment called The Trust Temp 360 for leaders and organizations to get a baseline on trust and a plan for building it. You may also be interested in a brand new book out at http://www.TheTrustEdge.com.

]]> By: Anuj http://thetrustambassador.com/2009/11/09/the-impact-of-culture/#comment-76 Fri, 13 Nov 2009 08:41:26 +0000 http://thetrustambassador.com/2009/11/09/the-impact-of-culture/#comment-76 This is the first time I have looked at the page, and I must say very impressed. There is a lot one can take away from this post, if it is read in the right spirit.

]]> By: Mike R http://thetrustambassador.com/2009/11/09/the-impact-of-culture/#comment-73 Tue, 10 Nov 2009 16:38:32 +0000 http://thetrustambassador.com/2009/11/09/the-impact-of-culture/#comment-73 Bob,

Thanks – this is a very valuable structured description of culture.
I will share it with my network of leaders.
It helps me better understand why I did not fit into organizations with cultures of low trust. It will help me better assess organizations before I decide to join or consult with them in the future.

Best regards,

Mike

]]> By: Beth Armknecht Miller http://thetrustambassador.com/2009/11/09/the-impact-of-culture/#comment-72 Tue, 10 Nov 2009 14:13:38 +0000 http://thetrustambassador.com/2009/11/09/the-impact-of-culture/#comment-72 Bob, This is a great article and I’m going to share it with the leaders I work with currently. Do you know if there is a diagnostic tool to assess the level of trust in an organization? I can see how using a 360 degree feedback system with the right questions could be used. I would welcome your ideas.

Thanks for sharing!

]]> By: Joyce Schneider http://thetrustambassador.com/2009/11/09/the-impact-of-culture/#comment-71 Mon, 09 Nov 2009 21:18:07 +0000 http://thetrustambassador.com/2009/11/09/the-impact-of-culture/#comment-71 As usual, Bob,your posting is spot on! It is the inner dynamics that constitute the critical ingredient in defining an organization’s culture. All of the usual suspects that you pulled from standard MBA textbooks are not the real determinants of the culture. WHat I also find so amazing is how many organizations will compromise and allow a culture of fear, lack of trust and low transparency because of a few key “leaders” who are driving results. It’s as though the top stakeholders cannot see what a disadvantage these behaviors are having on employee moral and innovation. Again,if the key producers are delivering positive outcomes, it seems to not matter much if it is at the expense of the middle management teams and those at the lower rungs of the organization. We know from successful companies that sometimes the most innovative solutions come from those in the field who are directly engaging with the end customers and internal clients. And if these people are not totally engaged in driving results, then the organization may miss out on additional ideas and revenue generators that could have significant impact on the company’s business outcomes!

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