C H A P T E R 20
No More Excuses
IT NEVER CEASES TO AMAZE ME: people come from all over the world to executive programs at Stanford Business School and learn amazing things about managing people more effectively to build competitive advantage and building high-commitment, high-performance organizational cultures. And their response? “Loved what you told us about treating employees better to capture their discretionary effort. Promoting learning by building a culture that tolerates mistakes? Great idea! Fixing root causes of problems, in the process sometimes making things worse before they get much better—makes a lot of sense. Trouble is, we can’t do it. The boss should have been here. Too much day-to-day stuff that takes precedence. It takes ...
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