Identify the Critical Few Behaviors that Energize Your Company
New Book Giveaway!!
20 free copies!!
Leave a comment on this post to become eligible to win one of twenty complimentary copies of, “The Critical Few: Energize Your Company’s Culture by Choosing What Really Matters.” (Deadline is 2/4/2019)
(International winners will receive electronic versions.)
Organizational culture has a life of its own. It shapes you. It changes slowly. You can guide it. Over decades you can transform it.
“Culture is the self-sustaining patterns of behaving, feeling, thinking, and believing that determine how things get done in an organization.” (The Critical Few)
3 elements of culture transformation:
#1. Cultural Traits: characteristics at the heart of people’s emotional connection to what they do.
#2. Keystone Behaviors: actions that enhance success when replicated across organizations.
#3. Authentic Informal Leaders: influencers with high connectedness.
The power of culture is that it’s, “…implicit rather than explicit, emotional rather than rational.” (The Critical Few)
Transformation begins from your current position – your traits.
- What makes you proud to work here?
- What elements of your culture get in the way?
- Who makes decisions?
- What drives decisions? Data, intuition, or experience?
- What is the connection between customers and operations?
- Do people tend to be more interested in history or the future?
- How do people respond to risk?
- Are you more self-sufficient or collaborative?
- How hierarchical is your company?
- What role does improvisation play?
Once you identify and explore traits, you can begin to identify a critical few transformative behaviors.
The critical few behaviors have:
- Leadership support.
- Ease of implementation.
- Viral-ability. They catch on.
Ask the following questions to identify the critical few behaviors.
- Will senior leadership adopt and role-model the behaviors?
- Will the behaviors impact critical business objectives?
- Does the behavior-change create motivation and momentum?
- Will the behavior-change lead to visible impact quickly?
- Can the behavior-change be implemented without other major changes?
- Can the behavior-change be measured?
- Does the behavior-change include a high degree of symbolism?
- Does the behavior-change catch on because it makes work easier?
Authentic Informal Leaders:
Successful transformation requires enthusiasm and participation of authentic informal leadership.
What de-energizes company culture?
What energizes company culture?
This post is based on the new book, “The Critical Few,” by Jon Katzenbach, James Thomas, and Gretchen Anderson. The book giveaway is sponsored by Berrett-Koehler.
Love this: “Culture is the self-sustaining patterns of behaving, feeling, thinking, and believing that determine how things get done in an organization.” How we get things done is as important as getting things done.
I would love a free copy. Thank you
“Culture is the self-sustaining patterns of behaving, feeling, thinking, and believing that determine how things get done in an organization.” Great definition! I always struggle explaining what “culture” is but this definition just about sums it up.
I have always heard organizational culture is hard to change. I appreciate this information in learning how to impact organizational culture to create positive upswings in its overall outlook.
Hi great post as always – would love a free book, sounds great. I would add – stories – stories are key to any culture….change the stories, change the culture …..leaders need to be meaning makers and story tellers….also myth busters!
We work hard at improving our culture. It is a struggle when leaders are pressed to meet metrics during challenges with systems that are not performing as they should. Would love a copy of the book.
Well written. Would love to try few of these. Right facing some chalallenges to bring in cultural change in the team.
Read the 1st chapter excerpt. Fantastic points that will help drive some emotion-based discussions with a team of leaders who tend not to want to think about the importance of emotions in the success of the company. This book will make that a lot easier.
These authors seem to have captured essential ingredients of leadership behavior that has a huge impact on outcomes and commitment. I am eager to read more. Thank you for bring this book to my attention.
Our company has undertaken an initiative to change the culture at work with a focus on Core Values. This effort requires active attention and engagement by all members of the team. It is vital that there is a foundation of trust – in management, in each other and in ourselves. We have a lending library with a few books on topics like this one that can hep as resources to guide us on our journey.
The power of culture is that it’s, “…implicit rather than explicit, emotional rather than rational.”
This is so true. There is a book by Roger Conners and Tom Smith called “Change the Culture Change the Game”. They talk about how leaders are often focused on results but the best results start with belief and as leaders we have to create experiences that cultivate that belief.
I enjoy and appreciate the insight of the posts I read on Leadership Freak. The topic of culture is important to all of us who work with people and process toward the same goals. When we think of culture as the personality of an organization, communication must be reinforced as the vital connection we all have in sustaining the culture. Culture should be what we all see, hear, and how we react to those around us. If we consider our feelings about those elements, we should be able to recognize if the culture needs to change. Everyone wants to feel comfortable at work and with those with whom we work, but those who truly want to pioneer change and see it through are the few.
Fantastic post! We have been working to mindfully transform our culture through some of the activities you identified and I look forward to incorporating some new ideas shared here! Thank you!
For me, culture is who you are as an organization, it is you character, your identity !!! and as such it is based on how you define your self (as a social institution) in terms of your key values, beliefs, purpose and Visión. And all these can be seen in the patterns of behaviours across the company. Culture is WHY and HOW people behave when no one is watching.
Since we can’t touch Culture, everyone has to believe it and see it in others. Problems can arise when some leaders stray from the Culture and only speak it, not live it. Having enough pride and character to want others to see our Culture in me, drives me. Our team’s actions promote our beliefs and define our Culture both to internal and external partners
I am a year into my current position of head of an educational service agency – the culture of our organization has been a focus of mine. It was not “bad” when I came in the door, but there is room for growth. This book seems like an imperative as I look to build a culture of purpose. Thank you!
When wanting to change organizational culture, I would think it would be best to focus on a few critical behaviors. Your authentic informal leaders are key to this as well. You’ll need motivators, role models, master communicators, and those who lead change.
This is something I’ve been working on, having taken leadership in an organization that has some pretty bad cultures. I’m to the point where I’m seeing the effects of having wrong culture versus good culture but I’m not always sure how to best change it. For instance, when we had board meetings, it was normal for some people to show up an hour late and others to leave early leaving us with not a whole lot of useful time when everyone was there (and actually present). I simply addressed it at a meeting one time by getting everyone’s attention, simply stating what was happening and why, and stating the fact that no one enjoyed meetings like this, we had just gotten stuck in a rut and didn’t know how to get out. It was pretty simple, really. The next meeting everyone was on time! Unfortunately, some cultures aren’t as easy to pinpoint and/or remedy.
Sherwood Lingenfelter defines culture as “A conceptual design and definitions by which people order or structure their lives, interpret their experience, and evaluate the behaviors of others.” Your questions really help us understand the behavioral side of culture as we interpret our experience and evaluate behaviors of others *and* ourselves.
Great points! We have a problem in our organization of not wanting to hold anyone accountable for their work. A lot of mistakes are made but no one is willing to address those with the department or individual. Therefore we tend to repeat our mistakes. They also believe a positive culture is driven by giving away free snacks on Monday morning. That was their initiative to improve the culture.
One of the important traits I don’t see is the willingness to be vulnerable, especially with new ideas. Our company has a few trailblazers of new ideas, who need to be able to withstand indifference to their ideas, or outright criticism of their ideas. Innovation is not always embraced with enthusiasm. But, part of our culture is being on the front-line of incorporating new ideas, so these folks are critical. They need to be encouraged for their willingness to put themselves out there.
This is absolutely true. I would love to receive a copy of this book as we are focusing very sincerely on our culture. Thank you!
“Successful transformation requires enthusiasm and participation of authentic informal leadership.” This can be difficult to achieve because of the fear of change or the distrust that can grow out of an undesirable culture.
As someone who is working on growing the culture for our company – this is a great post. It is amazing how we all talk about “culture” for a company and expect it to magically occur w/o the total immersion of the leaders at the top. Thanks.
Publically recognizing employee achievements, including employees in the decision making proccess, practicing integrity (even when no one is watching), building a work enviroment that recognizes the power of divercity, listening to the concerns of others ( really listening), be crystal clear with mission and objectives, treating the janitor as you would the CEO, sharing accolades for sucsesd, and being humble.
Heading to work now Dan. I probably should put the phone down.
Keep on keep’n on Dano, “you FREAK!” 😉
Perfect, don’t treat anyone differently as you the Boss…Bingo we have a winner!
Remember we were once low on the Totem pole, remember those feelings and share with others to build them into a Leader..
What a great and enlightening post! Organizational culture has great momentum and typically won’t change apart from a shock event or effective change management. Following the guidelines in “The “ABCs (attitudes, behavior, and culture) of IT,” we developed a culture transformation workshop for a global IT group. Focusing on attitudes and behaviors identified aspects of culture we needed to change to improve collaboration and business outcomes. Implementing that transformation required a change initiative that was all about ME — motivating and enabling at the individual, team, and structural levels. We made some progress, but were hindered by enthusiastic but intermittent executive level support. It takes a consistent, concerted, focused, and courageous effort to change culture — nothing less will succeed! Looking forward to reading about the critical few. All the best.
Key takeaway: not just ‘Will senior leadership adopt and role-model the behaviors?’, but to what extent do senior leaders adopt and role-model these behaviors? Does this transformed way of knowing and being drive talk and walk amongst senior leaders? How did senior leadership go about acquiring new lenses for which to see and experience their workplace environment, people, and culture?
I just joined and this was a great first post for me to read! Love the quote about the power of culture!
I love your posts Dan. Although much of this information is set in a buisness setting I’ve been applying your tips with my own leadership style in the military setting and it has proven wonders in not only improving myself but my comrades and unit as a whole. Thank you for your work and keep it up. – Lead the way –
Great post! These posts have changed my leadership outlook tremendously! I look forward to this book and learning more!
This is my comment to become eligible to receive the book! Love the blog!
I think this is such an excellent template to begin the process and for starting critical conversations. I think all organizational change begins with an examination of the culture. Your blog is excellent – thank you!
This is exactly what I have been looking for. With our company, we are focusing on the people finally once again. The rest will come as long as the staff are happy.
Wow! That definition of culture is the best I’ve ever heard. And I love #3: Authentic INFORMAL Leaders. I would love to know what “informal” means in this context. Similarly, I would love to know what “formal” means in this context… and how did these writers arrive at their conclusion. I wonder if there’s a connection between “informal” and “influencer.” Wonderful post. Thank you!
I see and believe in our company’s core value and have been working hard to facilitate discussion as well as modeling those values and helping nurture a more positive culture. But it sure is slow progress. Any suggestions and insights are greatly appreciated.
Great insights. The focus on traits and behaviors is so important! I also like the point of “Authentic Informal Leaders.” Thanks for sharing!
Not my quote but very relevant: “Culture defeats strategy every time”. Much like the picture in the post (a huge tree) it grows slowly in a unique ecosystem and it is usually impractical to just uproot it and plant another one (especially if you need some shade before the next 12 years go by). But you can change it from within, ideally but not always with top-down support, by finding win-win situations that edge people towards choosing the “right” (note that it is only _your_ definition of “right”) behavior
Thank you for sharing. Culture is at the heart our of organization and I truly believe that the main driver of our company’s culture is the leadership. Would love a free copy of the book! Thank you for this post.
Company cultures are so interesting. From a goal setting point of view, you need to define your end state so you can plan and execture your way there.
My experience is that companies talk a lot about their “culture”, some even print it out for all to see.
In my eyes the big miss is that culture is made by just saying what you want it to be. Culture is really defined by how others interpret how you act. You can say the words “Trust”, “Safe”, “Open door policy”, etc. and think that you support those in your company culture, but if the people working with/for you don’t interpret your actions that way, the culture is not what you think it is.
Much like trust, it takes a while to build and an instant to tear it all apart, culture works the same.The same as a company “brand”. You can say all you want about your products and services, but in the end it’s the consumer that decides if doing business with you is worth the money/costs/hassles.
I see culture the same way, in the end, no matter what is said or done, the employees of a company decide if it worth the money/costs/hassles.
If anyone sees it differently, my opinions can be swayed.
“1.Will senior leadership adopt and role-model the behaviors?” there is the keystone that holds it all together.
It is interesting to think about the various cultures within companies, they can be so different, but most have these basic key points for their foundation. I would love a copy of the book!
The three elements are practical. While there are many definitions of culture, I prefer Dr. Dan Denison’s: “The underlying values, beliefs and principles that serve as a foundation for an organization’s management system as well as the practices and behaviors that both exemplify and reinforce those basic principles.”
In our work with early childhood program administrators, this is a leadership topic we have administrators examine; how organizational climate and job satisfaction are closely related. I believe “#4. What drives decisions? Data, intuition, or experience?” is an important trait and should be considered when thinking about making changes in the organizational climate. Gathering data through an organizational climate survey of staff will help an administrator make more informed decisions toward improving organizational climate.
I enjoy your blog post, learn a great deal and especially value new resources that you highlight for your audience. I would love to receive a free copy; however, if I am not one of the lucky ones, I plan to put this on my wish list of leadership books to purchase! Thank you for your blog posts, I learn so much that I can use in our work!
Organizational culture (or cultures, because there is often more than one culture in an organization) is a tough nut to crack. Someone said, ‘culture eats strategy for lunch.’ I think serving as an example energizes organizational culture. Leaders have to demonstrate consistency in words and actions. Not being an example and living the culture of the organization by leaders can de-energize followers.
I agree with this article 100%.
Organizational culture is defined as the underlying beliefs, assumptions, values and ways of interacting that contribute to the unique social and psychological environment of an organization.
Organizational culture includes an organization’s expectations, experiences, philosophy, as well as the values that guide member behavior, and is expressed in member self-image, inner workings, interactions with the outside world, and future expectations. Culture is based on shared attitudes, beliefs, customs, and written and unwritten rules that have been developed over time and are considered valid (The Business Dictionary).
Culture also includes the organization’s vision, values, norms, systems, symbols, language, assumptions, beliefs, and habits.
I encourage leaders at all levels to utilize the tips and template provided in this article as a way to establish a strong culture.
Cultures emerge, as opposed to being created. When the participants and beneficiaries of the culture recognize and accept the values for behaving a particular way, they tend to adopt the behaviors. Behaviors are contagious and produce either positive or negative results within the ownership of the culture. Undesirable behaviors become more commonplace when such behaviors are allowed to propagate. Cultures (people) are prone to establish greater values for desired and acceptable behavior that is visible and spontaneous among the leaders. Others will begin to feel safe, leading them to replicate the behaviors they value. Culture transformation will develop into a new normal, and the results will be repeatable overtime. When culture leaders behave the way they want and expect others to behave, amazingly good things begin to happen.
Culture is the foundation of everything in organizations. It has been proven to me throughout my work history. At times, culture can be quite elusive and one has to spend quite a bit of time trying to put your finger on the culture and all of its hidden currents. But without gaining a solid understanding of it, moving forward is next to impossible.
For those who may be on “Culture Change Teams,” may I suggest that, through consensus among the Team, you have one work session to identify two or three behaviors that you believe would add value to the culture. Then, without notification to others, leave the work session and begin to behave the way you believe others should behave. After 90-days, get the Team back together and evaluate your effectiveness.
Change is so difficult. We keep beating dead horses and think they will run faster! Go figure.
Thanks for sharing this article.
One thing I can guarantee is change, knowing how it effects a company is interesting. Would like to read your book.
Developing to where these behaviors become the implicit disposition of the company body can never stop, and the informal aspect is huge; and then guarding against the descent of complacency. This can not be done alone no one ever gets there, the learning never stops. At least that is my experience and opinion.
Would love to get a copy of the book. Thanks
This quote hooked me.
The power of culture is that it’s, “…implicit rather than explicit, emotional rather than rational.”
Changes the way I approach it.
Thank you for this thought provoking post. I look forward to reading more about cultural change!
One of big “de-energizers” of culture is poor communication, or often the absence of communication. Leaders who foster healthy culture relentlessly communicate.
Would love a copy of the book.
This was a great article for me. As my company is going through a culture shift these reminders help us to focus on how to change the culture and not focus on the past.
Would love to grow in this area and use it to help my university.
“Will senior leadership adopt and role-model the behaviors” is an excellent criterion for transformative behaviors. If leaders don’t verbally support and consistently demonstrate them, they will not become part of the culture that guides how work gets done.
I would love a copy of this book.
Because lasting culture typically changes slowly it has to be an intentional effort everyday, and an everyday reminder or habit is a necessity as a leader. Working as a facilities manager at a church and private school a drive around campus when I arrive and leave for the day is that habit and reminder. It is the time where I reconnect the activities, task lists, and difficulties to the people I serve.
One of the things I’ve been charged with in our strategic plan is to analyze our present culture throughout our campus to see where we can make improvements and move forward. This article was helpful as I’m sure reading the book will be. Thanks Dan for continuing to help us become better formal and informal leaders.
Thank You for everything that you share – I always learn much when I read your post –
Happy Thursday- Have Great Weekend and Stay Warm
Focus on the vital few, ignore the trivial many.
Culture at it’s core shapes your business. This seems like a great read and I would love a chance to read this book.
Thank you for this post. Trying to help shepherd an organizational culture change, the list of behaviors is helpful to have. It’s something I want to share with my coworkers.
I am a big proponent of informal leadership that builds and refines culture. “Instigation” is what I prefer to call it. 😀 Effective instigation is the repetition of barely noticeable changes to ideals that slowly become the fabric. Formalization is more like a patch that already has a predefined structure, shape, and size that can never fully integrate with the original fabric. Wash the fabric or give a good tug and the effectiveness of a patch will quickly be seen. To change a culture you must intentionally add or replace thread by thread to become a part of the weave.
I love the simple lists and the self reflection it brings. i enjoy all the blogs and share them, this is one I will be sharing with my team.
In the ultimate analysis, what energizes a company culture is an overarching vision of a future which addresses the concerns of stakeholders and which leads to the latter taking actions in the present which align into making the future come true. This of course is easier said than done.
In my personal experience I have found that what impacts such an alignment most is an organisational culture allowing for open and frank conversations and exchanges. Conversations which would allow for apprehensions, frustrations and regrets to be tabled. Once this is allowed, a space opens up for a new future to be created and worked upon.
A very inspiring post. Thanks.
This is a wonderful read. I will be passing along to my Leadership team to review. The book sounds like it will be a good read!
In my OD culture/values work with organizations, making the intangible tangible can be transformative – with the right leadership. Asking the right questions is critical to articulate what matters (values)…and to describe the behaviors that drive what matters. Thanks for this informative review of Katzenbach’s new book!
Thanks for the insightful article and discussion on changing organizational culture. Most folks do not want to change and tend to feed on negative news. The challenge is to turn it into a positive: the half full vs. half empty perspective. Try to use it as an opportunity to explain why the changes benefit them personally and the organization and population/customers that they serve.
Sometimes recognizing a company/groups culture is easy, other times it’s evolving and changing it difficult to pinpoint. Most helpful to me was the list of questions to help identify the critical few behaviours
An intriguing post that has inspired me to explore further the connection of authentic leadership to the cultural traits and behaviours of an organization. thanks for sharing!
A great way to help facilitate change in any organization.
Organizational change is so difficult on many levels. Whether it is “the way it has always been” or “I know this way is better” without even looking at other options, pursuing changes from the top down for buy in is absolutely necessary, however starting the change from bottom up to get buy in from those that actually do the work is key for success. However, 100% communication / collaboration from all sides is what is needed.
In my experience culture really matters regarding engagement and creates better financial results and also lower turn over. The 8 questions at the end of Dan’s post are key and have to be asked and discussed by leadership and all involved in any culture change project. You cannot microwave culture, you have to work at it and continue to support the initiative, be clear about your behaviors and reviewing resulting in continuous cadence to stay successful.
“Do people tend to be more interested in history or the future?” Best question I have seen in a while. All too often the excuse is this is who we are, or this is what we do, or look how far we’ve come. Get away from this is how we do it and therefore always shall be the way we do it. and stop focusing on how far we’ve come and look at where we can still go. Stop trying to fix the broken processes by adding a patch. Don’t be tied to the past, be willing to tear it down and build what you need, not what you can get from what you have.
What de-energize a company’s culture? Having leadership that is always looking for someone to blame and that thinks they are always the smartest person in the room.
Thank you as always for engaging posts. I am currently working on an executive task force examining our culture and making cultural changes, have taken may courses on this and would love to add this book to our research and analysis, as our recommendations are due in a few months, thanks!!
“Culture is the self-sustaining patterns of behaving, feeling, thinking, and believing that determine how things get done in an organization.” Great definition! I’ve always struggled explaining what “culture” is but this definition pretty much sums it up.
Would love to read this! Our culture needs to re-energized to get everyone re-engaged.
Looks like a great book. Would love to have a copy.
I think this is the beginning of a rewards-based response culture…you’ve dangled the possibility of a FREE book in front of us. Is this a demonstration waiting to unfold? Are you training us to be more responsive based on a potential prize? Count me in :)!!!
Culture is so important – lip service will get sniffed out quickly! Would love the book.
This is a helpful post. And a positive culture is key to employee loyalty.
Change leadership and culture changes; great leaders adjusts how things get done.
Love what I have read so far! A copy of this book would be wonderful. I am transitioning to a leadership position in an organization with a strong history and a reluctance to embrace necessary change.
“Transformation begins from your current position – your traits.”
Reflection first…love these questions! I am going to share this with my principal for our admin team to answer individually and as a team. I think it could be a powerful conversation that leads to us working collaboratively to move our campus forward.
Organizational culture is the most overlooked part of leading.Many leaders struggle with how to use its power.
The power of culture is that it’s, “…implicit rather than explicit, emotional rather than rational.” (The Critical Few)
I LOVE this and the organization where I work needs help. We are struggling. I was thinking this week that I need to seek help with defining and developing our culture here. Since I am not considered part of the leadership team, I am wondering how I can leverage my influence to effect change from the bottom up. I would love a copy of this book!
Under traits, How is success recognized and rewarded? I would love a copy of this book.
Culture is so critical to success and so hard to mold and maintain. It takes effort. Would love a copy of the book to help drive incremental culture improvements at my workplace.
Reminds me of the quote attributed to Peter Drucker, “Culture eats strategy for breakfast.”
Are you more self-sufficient or collaborative? I am collaborative when others have the skill set to conduct tasks that are needed. Otherwise I am self sufficient. I know you are going to say well Roger you should help make those who don’ have those skills set get better. I’ve tried, there are limitations based on timing (something is needed quickly), passion by those who don’t have the skill sets and even interest in building those skill sets. Some are just happy where they are and are not interested in building the skill sets. Its frustrating because i was not brought up that way and this is what makes my frustration most days.
Looks like a good book!
This really hits home (rather office) for me. For the last 10 years we have been under a new manager that was given the opportunity to pick up the pieces from failed management of the previous 5 years. The new manager was very successful in turning the business around as well as creating great culture within. He put new managers under him in place to help maintain this. As time went on, the upper manager began looking to his future. Unbeknownst to him, his lower management group was slowly destroying the culture that was created. While it is possible for one person to greatly impact the culture of a business, he has to rely on a team to continue this. Whether he did not select the right people for the job, or his views on “what is next on the ladder” caused this is debatable, but nonetheless, the culture has changed. A small group of us have taken on the task of bringing this back, but some recent broad based corporate ideas have derailed this.
We are going to continue to push towards the success of our culture, and these questions are what we need to be asking to help drive that.
Thank you for your great posts Dan, you have been so helpful on the long and windy path of my career!
Very good angle. It’s supports my belief that leaders have an important role in creating purpose.
Very insightful! I love your definition of organizational culture. This is a topic about which I’m very interested. I have the opportunity to cooloborate on a team to open a new high school in August of 2020. I would love a copy to review and suggest as a book study for our leadership team. Your book will generate and guide deep, productive, and insightful discussion and ideas for creating a vision and identity for our school.
I love my school! How do I help everyone else along this journey… to making this a place everyone wants to work and learn?
Identifying what de-energizes culture is as important as what energizes it. Many forget that fact, glad to see it included here.
I’m trying to live my best life and set the example I want others to follow. I think that’s the best way I can make positive changes to the company culture. Any tips along the way would be most appreciated!!
It’s very interesting to see culture broken down like this… My office is currently struggling with culture (has been the norm to be very negative and complain-y about tasks as well as a “worker vs supervisor” attitude instead of a team for years) so I would definitely love to learn better ways of how to make change.
Love the self-reflection & evaluation questions. Due to our structure, there isn’t much of a corporate culture, so each site one of its own. This is definitely something to chew on!
Strategy is the road map for an organization, needed to clearly identify where it is going. Culture is the the way the organization must behave in order to implement the strategy in the most effective way possible. The two, strategy and culture need to be married, and as “culture eats strategy for breakfast”, culture is essential for achieving a strategic imperative.
Would enjoy a copy of your book – please autograph
Great post, thank you for sharing!
This is EXACTLY what I needed to read, absorb and learn today. I plan to share it at work tomorrow. Thank you
This looks like the book I need as I embark on a cutural assessment of our department. Thanks!
Lousy leaders can suck all of the life out of the rest of the team.
I have noted it down that “..culture is implicit rather than explicit…emotional rather than rational…”, thank you for the article. Also I would love to have a free copy. Thank you
Being new to the C-Suite, focusing on the “Critical Few” will be key to success in the short and long term. Winning a copy would be great, but i think I’ll be ordering one from Amazon in the near future.
Some excellent ideas here — they support the idea that the leader’s responsibility is to assist his team in moving from a mostly transactional approach in team relationships to a transformational approach to team leadership and relationships!