By Greg Besner — 2015
I like to define culture in terms of a high-performance culture, one that exhibits qualities like communication, collaboration, mission and value alignment, innovation and accountability.
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While a healthy dose of nerves can be a good thing, especially for in-the-moment performance, too much of it can be bad for our brain and body, as well as for the relationships in our business and personal lives.
What matters is not so much the “what” of a job, but more the “who” and the “why”: Job satisfaction comes from people, values, and a sense of accomplishment.
Social belonging is a fundamental human need, hardwired into our DNA. And yet, 40% of people say that they feel isolated at work, and the result has been lower organizational commitment and engagement.
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Bart, along with his partners Jay Coen Gilbert and Andrew Kassoy, co-founded B Lab.
In The Business of Good, serial and social entrepreneur Jason Haber intertwines case studies and anecdotes that show how social entrepreneurship is creating jobs, growing the economy, and ultimately changing the world.
A misalignment between the two could make you completely miserable, trigger depression or even cause you to become physically ill, warns Saundra Loffredo.
How Pamela Abalu got out of the cubicle hamster wheel with a single mantra: “Work is love made visible.”
“The one non-negotiable is to create a culture of what we call ‘compassionate directness’, where people are empowered to express concerns, dissatisfactions, good ideas they have—and to do it in a compassionate way,”