Walking the Talk Blog

To get at culture, we need to dig deep

[fa icon="calendar'] 27-Aug-2018 10:54:00 / by May Lee posted in Engagement, Be Do Have, Behaviour, Values

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Engagement is based on what we have and do; Culture is what we have, do and BE.

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5 questions every leader should ask themselves

[fa icon="calendar'] 01-Dec-2017 08:00:00 / by Jerome Parisse-Brassens posted in Behaviour, Openness, Values, Leadership, Jerome Parisse-Brassens

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 Are you a great leader?

Ask yourself the following questions, because they will not only improve your leadership impact, but also allow you to be clearer about who you are as a leader and what matters to you.

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Culture Change: Reads of the week 10.11

[fa icon="calendar'] 10-Nov-2017 11:26:56 / by Walking the Talk posted in Brands, Jerome Parisse-Brassens, Engagement, Corporate culture, Culture change, Values

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Our latest digest of culture change takes a look a Uber's new cultural norms, a Reese Peanut Butter Cup metaphor and reasons to focus on employee engagement.

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French elections: the cultural difference between Macron and Le Pen

[fa icon="calendar'] 09-May-2017 15:22:43 / by Jerome Parisse-Brassens posted in Jerome Parisse-Brassens, Be Do Have, Values, Beliefs

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There are many fundamental differences between the opinions and actions of Emmanuel Macron and Marine Le Pen, the two final candidates in the latest French presidential elections, which saw Mr. Macron win and become the youngest president of the Fifth Republic. One difference that struck me was how they both approach the cultural debate.

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The Unseen Force That’s Shaping Your Culture Every Day

[fa icon="calendar'] 25-Apr-2017 11:25:03 / by Carolyn Taylor posted in Beliefs, Culture management, Values, Carolyn Taylor, Leadership, Corporate culture

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There’s a silent power within your organisation that’s quietly moulding the patterns of behaviour that will determine your culture. A survey probably won’t detect it, but identifying and shifting it will have a significant impact on performance. We’re not talking about values or behaviours here, but something far less universal and more specific to individual organisations. The dominant, but tacit, influencer that has the capacity to both limit and liberate a business: our shared organisational beliefs.



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