S. Chris Edmonds is a sought-after speaker, author, and executive consultant. He’s the founder and CEO of The Purposeful Culture Group, which he launched in 1990. Chris helps senior leaders build and sustain purposeful, positive, productive work cultures. He is the author or co-author of seven books, including Amazon bestsellers Good Comes First (2021) with Mark Babbitt, The Culture Engine (2014), and Leading at a Higher Level (2008) with Ken Blanchard.
Did you know that anyone who enlists in the US military the first time incurs an eight-year service commitment? A recruit might sign a two- or four-year active duty contract; after their active duty period ends, they engage in active or inactive reserve duty for the remainder of that 8-year commitment, whether having been drafted or having volunteered into service.
Do your leaders and team members know exactly how great corporate citizens are supposed to behave in your workplace today? Values set the stage for workplace inspiration but values expectations without observable, tangible, measurable behaviors fail to create an environment of trust, dignity, and respect.
The concept of perfection is a powerful tool to help leaders assess their organization’s culture. This concept comes from the executive coaching world. The concept of perfection doesn’t mean things are “excellent.” It means that the things around us – how we behave, how people behave, etc. – happen the way they do because we have created – and live in – a “perfect system.”
I’m blessed to have had many people in my life who demonstrated the benefits of simply being nice. I’m able to interact with and learn from, some of the nicest people on the planet, including my wife, Diane, Ken Blanchard, and others. I’ve learned the science of positive psychology and well being from the wonderful Lisa Zigarmi.
A leader’s job is to get things done through others. In order to make sure this is happening, organizations carefully monitor all sorts of data–production, sales, profits, market share, deadlines–and more.
One of my lousy bosses (yes, I’ve had more than one) would make grand promises to staff and customers but kept few commitments. I learned not to trust his word.
When you are not able to act on your personal values and purpose while in the workplace, you are hiding your best self.
The military has a feedback approach as part of an upgrade of training and development programs for generals, admirals, members of their security detail, executive staff and even spouses.
