"Leadership is language". Words are powerful tools that energise or deflate, inspire or dishearten. When we talk about "resources" rather than "people", or use "they" rather than "we" or say someone is lazy or use "must" or "have to" or abbreviations excessively, we set the culture. There are some great examples of leadership teams identifying words they want to use more & less often & holding each other to account for it: antmurphy.medium.com/leaders… Via @ant_murphy @noelito

Most transformation efforts fail. Major new research from @BainandCompany says only 12% of big change programmes produce lasting results. They identify six "good practices" for large scale change strategies that greatly increase the likelihood of success: 1) Treat transformation as a continuous process rather than a discrete programme. 2) Build it into the operating rhythm of the organisation 3) Explicitly manage energy for change - sequence changes to avoid widespread organisational fatigue 4) Use aspirations, not benchmarks, to set goals - top-down data driven mandates can crush transformational thinking 5) Adopt a “middle-out”, rather than "top down" approach 6) Allow sufficient funding (in the research, nearly every failed transformation wasn't funded properly) hbr.org/2024/05/transformati…. Via @HarvardBiz

Conversations about trust at work often focus on the relationship between leaders & their teams. As (or more) important is trust between team members. Research with 1,000 workers identified five trust-based behaviours that set the highest performing teams apart. These teams: 1) establish norms for collaboration 2) keep colleagues informed 3) share praise & credit for work done well 4) believe disagreements make them better 5) proactively address tensions in the team Trust isn’t relayed by leaders from the top down. It’s built organically on a foundation of behaviors exhibited by all team members that enables everyone to produce their best hbr.org/2024/01/how-high-per… By @RonFriedman