I don’t forget to talk more than a year later with George Halvorson, CEO of Kaiser Permanente, who shared a concept I never omitted: “Culture eats innovative strategy.” I think, as CEO, we know that in the bowels of big Apple is a practical culture. The question I asked myself recently is: How does culture develop a crisis like a pandemic?
To explore this problem, I desperately sought a virtual roundtable in three corporations, all in the bowels of the early coronavirus crisis: New York. The 3 have a history of more than a hundred years, companies have withstood the passage of time and lately have cultures of world elegance. Participants were Joe Hart, CEO of Dale Carnegie; Dottie Herman, CEO, Douglas Elliman; and Gary Terrinoni, CEO of Brooklyn Hospital Center.
These 3 CEOs agreed that culture was the ultimate critical detail to help them overcome this crisis. A critical facet of culture is to treat any of the employees in a similar way and say how much it charges them, and it starts at the top. Here are the secret sessions of any of the CEOs that would emerge with a tactics review to control their own organization.
Common values
CEO Joe Hart of Dale Carnegie, the apple that founded the school in 1912 and now has more than two hundred offices in 86 countries, said: “We are taking a technique called One Carnegie. When I joined the organization five years ago, some amounts of our organization had silos. Teams from around the world worked together on limited tactics and the best friend from time to time did not mix together. We knew it was imperative to bring together other Americans and build an Open business and acircular trust, where it was a psychologically more psychologically friendly safe position for all.
“A Carnegie’ approach, being born with me and our control team, comes in a mix of common non-common values. No matter the country, language, race or religion, we needed other Americans to come in combination with our strong values. Just like Dale Carnegie said, “Honestly try to see things from the other person’s point of view.”
“The essence is that we prefer to charge a user as an individual and as a member of an organization. People appreciate transparency and openness. When the pandemic arrived, our One Carnegie Foundation helped us enormously. From a cultural point of view, there has been transparency, and we were very transparent about what was happening and how we responded to it. We have redirected all our global user school activity towards online trainer delivery, and this would not have happened without a culture of collaboration and early evolution. Our strong culture has created an alignment in all 86 countries. People felt like asking questions and running together. The effects we’re seeing are extraordinary.”
Treat equally
CEB Gary Terrinoni of Brooklyn Hospital, founded in 183nine and cited as the first defense network hospital in the United States, said, “We had to move other Americans to help the disorders we had with COVID-1nine, and other Americans simply moved. It was unbelievable. ! People weren’t afraid. In fact, in cases of giant apples, they volunteered for frontline service, putting their lives at risk, and then they just joined.
“The only thing Joe was talking about and what he wanted to mention was to slash one and the other in the same way. We ended up giving credit to our staff about a week ago, simply showing them our appreciation for what happened.” we gave $1,500, which may not seem like much, but we were given a wonderful variety of staff. We have a wonderful variety of service personnel. Therefore, it was an adjusted percentage, and we did not distinguish between doctors or nurses, who are unconditionally paid best friends and service personnel. It also reflects our culture or our belief, how I grew up: we treat one and one in the same way. It doesn’t matter when you’re the CEO of an apple or the president of the United States, a friend of Persongreatest, I get some of my top productive data from my environmental intellectual staff, my security guards. And, in my opinion, you are acquiring the maximum of productive people, and either of them has something to give, and either of the two tasks performed has value, a big apple. »»
Transparency from above
CEO Dottie Herguy of Douglas Elliguy, the third largest real estate block in the United States, with Dottie herself named “the richest woguy made itself in genuine goods” through Forbes, said, “I think it all starts at the top. To build a wonderful business, the leader will have to express a transparent vision, be transparent and build a culture in which everyone matters, without connection to their position. This will motivate other Americans to paint more strongly, motivate the culture of new concepts, and make everyone feel just as good. Important. In giant companies, apple giants can roam in confusion.
“At Douglas Elliguy, everyone and his non-public tastes matter in spite of everything, and this has contributed to the complete wisdom of the combined apple. Compatibility and individual functionality are rewarded, as is contributions that delight Douglas Elliguy has become at the time that an independent residential real estate agent in the United States through sales volume. As we moved into 113 offices and more than 7,000 agents, we had to integrate alternate large apple crops into one. To achieve this, we were given an agreement consistent with the monthly meetings, not only to re-form everyone dissatisfied about the combined apple, but also on trends circulating around the world.
“We have developed the open-air culture of the office. We do this by organizing school events, netrunning dinners and during our annual REINVENT conference. We also created DE University to help education from within. As a result, here at Douglas Elliman, we ‘were shaped by the bond of a longer family. I think when other Americans are part of a team, they have a tendency to try harder than they would if they worked individually. After all, everyone wants to connect something, so why? Do not integrate them into success without sloining.
“Today, in times of uncertainty due to the pandemic, it is even more critical to relocate all those who are formed on the block. Although we cannot meet in person, we have been given the opportunity to continue reorganizing other Americans through our education and Social Aspects of Culture, adding DE University. We have relied on social media and telecommunications bureaucracy to organize weekly city corridor meetings, where agents, staff and coast-to-coast experts reaffirm all who are informed of genuine local real estate trends and lacheck news from our compabig apple and industry.
“For fun, we even hosted a karaoke night by Douglas Elliguy to revive the social side of the company. As you can see, culture has been critical, but now culture is even more critical given the variety of uncertainties in the time we spend. are living in
In short, I don’t forget to read Jim Collins’ book “Built to Last” in 1994. Frankly, I’ve read some critical books. The basic concept is that a giant or giant apple that would stand the test of time has a constant innovation in how it is delivered to consumers and, as a basis, has a deeply rooted culture.
To pay carefully for interpersonal relationships with those AND other CEOs, I saw The CEO Forum Group
I think wonderful CEOs perceive both smart advertising and non-public advertising. My main goal is to spread the CEO’s wisdom to help increase business, economics and
I think wonderful CEOs perceive both wise and non-public advertising. My main goal is to spread the wisdom of CEOs to support the increase of business, the economy and society. My set was: the country’s largest friend broadcast radio host demonstrates Am/Fm The CEO Show with Robert Reiss. I wrote “The Transformative CEO” and one of my passions is the percentage of concepts giving keynote speeches on the theme “What we can ignore from the great American CEOs”.