I cannot imagine a more effective way than your three steps to discover and prize open the windows into the deeper regions of an organization’s culture. They are all just perfect, but your third point also addresses the potential for the presence of an unofficial chain of command in an organization, or people who are sometimes referred to as opinion leaders or influence points. This touches on an important element of the topic of corporate culture. This may have to be addressed in order to argue my larger assertions about organizational leadership.

This is terrific advice – thanks so much for stopping in with it!

That’s very interesting – as you know, I am not fond of the idea of “followership,” but that is because it is usually used to append otherwise hapless persons to the putative greatness of a singular individual leader.

Based on your brief description of the effects of your program, you seem to be using it in a broader sense, more frankly and deeply addressing what is really happening inside the organization. Would be interested in hearing more.

Thanks for stopping by with this!

When I go into a new organization and need to suss out what’s really going on I do three things. I ask: “Who succeeds around here?” I listen to the kinds of stories people tell each other. And I notice who everybody looks at in a meeting when it’s time for a decision.

Thanks again for stopping by – I hope you continue your visits and offer your thoughts again in the future!