Dick, It's What's for Dinner by James Cox

You cannot coerce your company to success and you cannot be Dr. If you're serious about creating an environment that is challenging, has character and will win against any odds, then establishing a foundation for performance while preserving the core is the only way you'll deliver lasting results that can be replicated. With culture being the last bastion of competitive advantage, what are you doing to fan the flame or carry the torch short of setting yourself on fire? Without modeling appropriate behaviors that set the expectation for employees to follow, you might as well set yourself on fire as they're not following your lead anyway. The sooner you learn that everything is not 'kumbayah-hug-it-out,' the sooner you’ll understand how much time, effort, energy and sweat goes into being successful.” My question is, as a leader, are you truly leading or are you “that guy” or gal who abdicated their role as a leader? If you put lipstick on a pig, she may look prettier but she’s still a pig. Why? Because, Dad abdicated his role and responsibilities as a father instead of saying, “look Junior, there’s winners and losers period. Sadly, in today’s society many feel it’s okay for little Johnny to get a participation trophy.

A few years back, former Texas Tech football coach, Mike Leach attributed the business fable of the chicken and the pig during a game against Texas in Austin. Let's be clear on what drives success regarding culture and delivering high performing results while preserving critical relationships inside and outside your organization. That's life.' - Brad Wessley, Road House (1989) It just takes the energy right out of you. Drucker may have said, “Culture eats strategy for breakfast,” and The Culture Whisperer says, “Culture - It's what's for dinner.” 'I got married to an ugly woman. What problems are you solving and why are you the only one to solve them? There’s always a lot to do and we could debate optimizing time and managing overwhelm ad nauseam, save for another day. Perhaps you’re struggling with creating a high performance culture or you seem to be losing traction in tuning up or turning around an under performing unit. You’re juggling a myriad of priorities and urgencies while doing your level best to give time to relationships that mean the most to you. No, It's Not Dinner and A Movie, but It's Close.

Dick, It's What's for Dinner by James Cox