“The message to organizations is this: You have to increase the number of categories of contributing, or the types of career paths, which people can experience as successful. You cannot restrict esteem to the fewer and fewer who will be climbing up the management ladder. You need to have the majority of your people feeling like winners.” PeopleNeedsFeelingsNumbersCareersPathSuccessfulTypeMessagesOrganizationIncreaseManagementMajorityEsteemWinnerCategoriesClimbingFewerLaddersContributingCareer PathClimbing Up Author:Judith M Bardwick
“When people in organizations feel too secure, it's because there aren't any significant outcomes as a result of what they do. Whatever you do, nothing much different happens. This also means there are no important pay-offs if you risk by innovating. As there are no rewards for taking risks, then there's no sense of push in that institution's culture.” PeopleIfsFeelsMeanImportantDifferentHappensCultureResultsPayRiskOrganizationInstitutionsRewardsSignificantSecureOutcomesTaking Risks Author:Judith M Bardwick
“I am impressed and distressed at how passive hierarchical organizations make people. There's often a lot of overt activity, but it's not going anywhere, it's game-playing. It's play-acting at work.” PeoplePlayGamesActingActivityOrganizationPassiveImpressed Author:Judith M Bardwick
“In organizations where nothing much happens regardless of whether you do something exceptional or just show up in the morning, the best people lose heart and motivation is reduced near the lowest common denominator.” PeopleHeartShowsHappensMotivationLosesCommonMorningOrganizationLowestExceptionalCommon DenominatorLowest Common Denominator Book:Danger in the Comfort Zone: From Boardroom to Mailroom--how to Break the Entitlement Habit That's Killing American Business Source: Danger in the Comfort Zone: From Boardroom to Mailroom--how to Break the Entitlement Habit That's Killing American Business
