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In this chapter of Back To The Cottage, John Sipple gathers his newly formed teams together to redesign and reimplement the foundational principles and organization of the entire Foley plant. Along the way they give Foley employees a stronger sense of ownership of their work, and change the leadership model from a "straw boss" style to a coaching model. They also rework the way skills are developed with the organization.
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Published in Work and Stress, and reported in Psychology Today a study shows the adverse impact of a bad boss on employee well being. Dan Wooldridge explains four types of bad bosses.
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This is a book that has been in my personal library for twenty years. And though the advice given seems so basic in a universe of over-hyped business books, I am amazed that the same errors are st [...]
In this chapter of Back To The Cottage, John Sipple describes how the Foley pulp mill organization demonstrated their resilience after Procter and Gamble's unexpected sale of the mill.
As an entrepreneur, hiring the right people was a concern that occupied my mind often. I've gathered various lessons through each of the three technology companies I’ve been involved with building up.
In this chapter, John tells 5 stories of how the principles dictated by the employees and leadership of the Foley pulp mill began to play out in reality.
In this final chapter of Back To The Cottage, John focuses on the art of leadership: who are the leaders? What exactly do they do? How are they developed?
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We can commit ourselves without reserve to all the secular work our shared humanity requires of us, knowing that nothing we do in and of itself is good enough to form part of that city’s building, knowing that everything — from our most secret prayers to our most public [...]
Lesslie Newbigin
Health and wellness is a huge business issue and poor company health can incur costs in absenteeism, disability, and productivity. We interviewed Coach Don Nava to learn more about what it means to have total fitness.
“If anyone teaches false doctrines and does not agree to the sound instruction of our Lord Jesus Christ and to godly teaching, he is conceited and understands nothing. He has an unhealthy interest in controversies and quarrels about words that result in envy, strife, malicious talk, evil suspicions and constant friction between men of corrupt mind, who have been robbed of the truth and who think that godliness is a means to financial gain.
Juli Ann Reynolds, CEO and President of the Tom Peters Company (Peters is celebrating the 25th anniversary of his classic In Search of Excellence), asks if retirement (and, we presume, death) is the new downsizing.
The Ownership Quotient by Jim Heskett, Earl Sasser and Joe Wheeler
"The Ownership Quotient," from Harvard Business School professors Jim Heskett and Earl Sasser and coauthor Joe Wheeler explores how “strong, adaptive cultures can foster innovation, productivity, and a sense of ownership among employees and customers.” Which got InsideWork's Jim Hancock thinking about the questions we should be asking about the robustness of our corporate cultures.
Jim Hancock illuminates the positive differentiating factors between today's upcoming workforce and the employees that came before them.
A profanity laced corporate pep rally that tries to fire up the troops backfires. How corporate leaders speak to their employees directly impacts how they treat customers and compete in the marketplace.
Harvard Business School's Working Knowledge finds that cutting costs on employee health insurance can be extraordinarily expensive in terms of lost productivity.
"If you want to keep people, you will have to have a business love affair with them. That requires seduction, dating, paying attention to the relationship."
What do employees need to know in order to do their jobs? Studies large and small show a strong link between performance and expressions of commitment from bosses.
Morgan Spurlock (Super Size Me) spends 30 days living like America's working poor. You'll want to look away. Don't.
How are your customers' experiences being shaped by the quality of the performance of the cast members who are on-stage? What can your organization do to shape this performance?
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"How can companies expect employees to be loyal to them when they can't be loyal to employees? One way is to strip loyalty of its moral meaning. Employees will be "loyal" if you pay them more than they would make in other places ...
When commitment is reduced to time at work, loyalty to something one pays for, and trust to a legal contract, these terms are emptied of moral meaning and the workplace becomes morally bankrupt."
Joanne B. Ciulla
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