Upstanding
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Frank A. Calderoni. Upstanding
Table of Contents
Guide
Pages
UPSTANDING. HOW COMPANY CHARACTER CATALYZES LOYALTY, AGILITY, AND HYPERGROWTH
Foreword
Introduction
Upstanding company character is essential to achieving and sustaining peak performance
How I Got Here
Notes
CHAPTER 1 A New Given: Culture Is Strategy
Leaders must put character at the center of everything they do
Company Culture Is Distinct from Company Character
The New Relevance of Character
Leading for Character and Culture
The Nexus of Culture and Strategy
The Big Nine Values That Drive Great Company Cultures
Notes
CHAPTER 2 21st-Century Ethos
Character is the North Star by which we steer our organizations
Ethos of Inclusion, Purpose, and Agency
Virtual and Global Teams
The Employer Value Proposition
The Transformation of Every Company in Every Industry
Bigger Data
Hypergrowth Expectations
Customers First
Notes
CHAPTER 3 The New Essential Core: Upstanding Character
Having a disengaged character is the same as having no character
Is Your Character Online or Offline?
10 Signs Your Character Is Online
10 Signs Your Character Is Offline
The DNA of Organizations with Upstanding Character
Notes
CHAPTER 4 Know Your Values
Upstanding character starts with defining your unique core values
It Starts with Personal Work
Know What You Stand For
Identify Values in Partnership with Employees
Five-Step Values Workshop Process
Step 1—The Core Values List Question
Step 2—Creating the Core Values List
Step 3—Organizing Your Core Values List
Step 4—Selecting Your Core Values
Step 5—Defining Your Core Values
Review and Update Your Values
Notes
CHAPTER 5 Top Down, Bottom Up
Authentic company values come from an ongoing dialogue, constant vigilance, and recognition of exemplary behavior
Eras Identify Their Leaders
Communicate, Communicate, Communicate
Carrying the Culture Flag
Notes
CHAPTER 6 Make Character-LedCulture Your Strategy
It requires a lot of courage to take a stand on behalf of a company's character
What's Your Purpose?
Beyond Financial Results
Learnings from the Disney Institute
Transparency and Accountability
Notes
CHAPTER 7 Magnetic Character:Activating Positive Forces
Take bold action to drive positive change
Taking a Stand
A Continuum for Change
Investing in career opportunities for underrepresented people
Designing a new metric to assess belonging
Attract and Retain People
Hiring for Character
Evaluating Talent for Character
Building an Upstanding Leadership Team
Notes
CHAPTER 8 Responding to Crisis
Your true character is what shows up in times of crisis
When You Are Called, How Do You Answer?
The IBM Work-from-home Pledge
I pledge to be Family Sensitive
I pledge to support Flexibility for Personal Needs
I pledge to support “Not Camera Ready” times
I pledge to Be Kind
I pledge to Set Boundaries and Prevent Video Fatigue
I pledge to Take Care of Myself
I pledge to Frequently Check in on People
I pledge to Be Connected
Cisco and Proposition 8
The Day the NBA Answered the Call
Notes
CHAPTER 9 Stories from Exemplar Companies—and Leaders
An organization's upstanding character is a reflection of the people in it
Adobe: Evolution of a Great Company
Culture at Puppet—A Move Back to Its Roots
A Breath of Fresh Air at Coca-Cola
Creating a Mission-driven Culture at Chegg
The Nature of Character at Slack
Charles Schwab: A Founder's Living Legacy of Service to Clients
Genpact: Character Drives Client-first Culture
Keeping the Culture Ball in Play at Splunk
The Power of Jaguar Land Rover's Mantra
Notes
CHAPTER 10 Looking to the Future
Create the future you want to live and work in
The AI Edge
Career Management
The Future of Work
Equity-fluent Leadership
Policy and Benefits Plays
Mindset, Culture, and Strategy Plays
Becoming an Equity-fluent Leader
My Greatest Hope
Upstanding Character Defined
Notes
Acknowledgments
About the Author
Index
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FRANK A. CALDERONI
ANAPLAN CEO
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I joined Cisco in 2004 as Vice President, Worldwide Sales Finance, when the company was in its heyday, and was promoted to CFO in 2008. Profits were soaring, business was great, and some of the best people I have ever worked with were joining in record numbers. During my tenure, the company more than doubled business revenues and profits. But then we faced major adversity in the wake of the global recession, which hit in 2008–2009 and affected Cisco for several years. I will never forget the day in 2011 when we received 11 analyst downgrades, lost billions in the marketplace, and suddenly had a lot more adversaries.
This was a time of significant company transition. Cisco had more than 66,000 employees globally and a very strong company culture. We had to quickly implement a cost-savings plan in excess of $1 billion—leading to heartbreaking rounds of downsizing and layoffs—while at the same time trying to maintain a positive culture. It was probably where I learned the most about how important culture can truly be when the worst happens all at once.
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