A Quote by Punit Renjen
Leaders who understand the importance of the intangible elements contributing to workplace culture become sensitive to what makes their organization truly special. That is how they define core values and beliefs that are unique, simple, leader-led, repetitive, and embedded - transforming themselves from good to exceptional.
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Your personal core values define who you are, and a company's core values ultimately define the company's character and brand. For individuals, character is destiny. For organizations, culture is destiny.
The beliefs that we use to define our own individuality, what makes us unique - good, bad, or indifferent - from other individuals.
The culture of a workplace - an organization's values, norms and practices - has a huge impact on our happiness and success.
Culture is the deeper level of basic assumptions and beliefs that are shared by members of an organization, that operate unconsciously and define in a basic 'taken for granted' fashion an organization's view of its self and its environment.
The best leaders are clear. They continually light the way, and in the process, let each person know that what they do makes a difference. The best test as a leader is: Do those served grow as persons; do they become healthier, wiser, freer, more autonomous, more likely themselves to become leaders?
I've always felt there were aspects of me that were monstrous, and you can either hide from it or confront it, embrace it and understand that those are aspects that make you unique and define you and motivate you. You can either overwhelm or overcompensate for them -- but they truly define you as a human being...So that life became a question of either dealing with this monstrousness in one way or another...One finds a way to understand and make friends with that monster and understand that that's the very thing that makes you who you are. That's your emotional and spiritual fingerprint.
Values must be demonstrated through behaviors, but they are truly significant when they represent the beliefs of an entire organization.
Defining, embedding, and living core beliefs set the stage for executives and employees to connect. Through actions that consistently convey who we are and how we act, executives can inspire employees to believe in the organization's values and buy in to its brand.
All of my Polynesian counterparts in the NFL with roots in American Samoa understand how the values embedded in our South Pacific culture - community, hard work, perseverance, respect - contribute directly to our success.
Believe it or not, entertainment is part of our American diplomacy, it is part of what makes us exceptional, part of what makes us such a world power. Hundreds of millions of people may never set foot in the United States, but thanks to you, they've experienced a small part of what makes our country special. They've learned something about our values. We have shaped a world culture through you...in a way that has made the world better.
This is what they have suppressed so long. This is why they are so afraid of the psychedelics, because they understand that once you touch the inner core of your own and someone else's being you can't be led into thing-fetishes and consumerism. The message of psychedelics is that culture can be re-engineered as a set of emotional values rather than products. This is terrifying news.
Our institute's agenda is relatively simple. We study the relationship between social-economic change and culture. By culture we mean beliefs, values and lifestyles. We cover a broad range of issues, and we work very internationally.
The historical kings of England are all strong soldiers and leaders, but can you be a sensitive leader? It's the same in politics, we talk about how proud we are to have had two women prime ministers, but would we be less ready for a sensitive prime minister?
There's this homogenization, this big sucking motion in dominant society, to absorb all the disparate elements that define the margin or define the culture or define those who are thrust outside the status quo.
Our instructors do not understand how it is. To be bound to someone in such a way. They are too old, too out of touch with their emotions. They no longer remember what it is to live and breathe within the world. They think it simple to pit any two people against each other. It is never simple. The other person becomes how you define your life, how you define yourself. They become as necessary as breathing. Then they expect the victor to continue on without that. It would be like pulling the Murray twins apart and expecting them to be the same. They would be whole but not complete.
I think America's food culture is embedded in fast-food culture. And the real question that we have is: How are we going to teach slow-food values in a fast-food world? Of course, it's very, very difficult to do, especially when children have grown up eating fast food and the values that go with that.
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