John Sipple ends the Back To The Cottage series by reflecting on the personal experiences that accompanied him on his journey from the Cottage to the Corporation and back, pointing out the significant turning points that shaped his character.
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On my flight to Chicago this morning, heading home to Colorado, I read:
As for me, far be it from me that I should sin against the LORD by failing to pray for you. And I will teach you the way that is good and right. But be sure to fear the LORD and serve […]
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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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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.
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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.
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In this second part of the series, Dan Wooldridge witnesses the potential for damage if we ignore our influence on anyone who might be watching us.
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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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John Moore over at Brand Autopsy writes a pithy summary of an article on Steve Jobs (Good Steve, Bad Steve by Fortune, March 17, 2008) . It’s worth the read as he provides capsule insights on topics such as:
Being innovative
Connecting with customers
Staying focused
Managing people
Hiring talented people
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