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Leadership behaviors that nurture collaboration are the true drivers of change

sloanreview.mit.edu

11–20 of 39 posts

Re: Leadership behaviors that nurture collaboration are the true drivers of change

#11

And focusing on profit alone won't make you a achieve a noble purpose. And focusing on transformation alone may not lead to either. Business quotes are fun :D

It's like corporations are comprised of people, and each person has its own personal motivations and will power to navigate the rules to get what they want.

Re: Leadership behaviors that nurture collaboration are the true drivers of change

#14
Title and subtitle speak of transformation and change, but the abstract only mentions "employee engagement":

>It’s a common misconception, both in businesses and in management articles and books, that a sense of purpose is what matters most when it comes to engaging employees. Many leaders concerned with attracting and retaining top talent believe that nothing motivates people as much as the larger good they might be doing or the chance to change the world. Accordingly, they extol the higher virtues of their companies’ missions and the meaning of the work they offer.

>But our work with more than 300 companies over the past 20 years, particularly our research using organizational network analysis (ONA) and our interviews with executives, reveals that purpose is only one contributing factor; the level and quality of interpersonal collaboration actually has the greatest impact on employee engagement.

Re: Leadership behaviors that nurture collaboration are the true drivers of change

#17
After having seen the convulsions at Google, I think casting a company as having a "noble purpose" in the first place is a mistake. This branding attracts a certain sort of person who thinks that it's more important to do "good" than it is to run an effective business.

The business of a company is profit. Period. If you want to do "good", join a non-profit. Now, it's okay to say that good can happen as a result of profit-seeking. There's no need to be unethical about success. But you have to make it crystal clear to people from day one that the company exists to win.

Re: Leadership behaviors that nurture collaboration are the true drivers of change

#18

After having seen the convulsions at Google, I think casting a company as having a "noble purpose" in the first place is a mistake. This branding attracts a certain sort of person who thinks that it's more important to do "good" than it is to run an effective business. The business of a company is profit. Period. If you want to do "good", join a non-profit. Now, it's okay to say that good can happen as a result of pr…

Many leaders of corporations would put a finer point on that - the goal certainly is to profit, but not to the detriment of the broader society in which they operate, nor to their employees or partners:

https://www.businessroundtable.org/business-roundtable-redef...

Re: Leadership behaviors that nurture collaboration are the true drivers of change

#19

And focusing on profit alone won't make you a achieve a noble purpose. And focusing on transformation alone may not lead to either. Business quotes are fun :D

And just because your company has a stated noble purpose, doesn't transmogrify all your actions into noble ones.

Heard this argument more than a few times from Googlers, although I doubt many feel that way these days.

Re: Leadership behaviors that nurture collaboration are the true drivers of change

#20

After having seen the convulsions at Google, I think casting a company as having a "noble purpose" in the first place is a mistake. This branding attracts a certain sort of person who thinks that it's more important to do "good" than it is to run an effective business. The business of a company is profit. Period. If you want to do "good", join a non-profit. Now, it's okay to say that good can happen as a result of pr…

A company exists for whatever purpose those that control it desire to (within the bounds of the law), including doing good at the expense of profit.

The whole "Companies must maximize shareholder return" is a myth, because its a vague, unfalsifiable statement. More profit now could easily result in less profit, or no profit in the future.

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