Social capital consists of the stock of active connections among people: the trust, mutual understanding, and shared values and behaviors that bind the members of human networks and communities and make cooperative action possible. It makes an organization, or any cooperative group, more than a collection of individuals’ intent on achieving their own private purposes. The book discusses trust, networks, and communities, social space and time, and communication, and the kinds of benefits organizations can derive from these elements and supports.
“It seems obvious: We should praise people who contribute to the organization. We should involve employees in decisions to increase their stake in the business. Management 101? Maybe. But this and other basic people skills are all too often ignored in many companies. The cost: Valuable knowledge is being locked away, say the authors of In Good Company. They argue that companies should be making big investments in social capital.”— Harvard Business School Working Knowledge
At the heart of every organization chart lies a myth. At the top there’s the boss. Directly beneath are the boss’s direct reports – anywhere from five to fifteen people who meet regularly as the senior team. Whether at the corporate, divisional, functional, or departmental level, this team almost invariably has
Social intelligence is defined as the ability to get along well with others while winning their cooperation. Social intelligence is a combination of sensitivity to the needs and interests of others, which is sometimes called your social radar, an attitude of generosity and consideration, and a set of practical skills for
Perhaps more than any of the other dysfunctions, the leader must set the tone for a focus on results. If team members sense that the leader values anything other than results, they will take that as permission to do the same for themselves. Team leaders must be selfless and objective and
This work exposes the biggest challenge in leadership. The authors look at what conspires against a culture of candor in organizations to create disastrous results, and suggest ways that leaders can achieve healthy and honest openness.
In this leadership book, 42 Rules for Creating WE offers new insights from thought leaders in neuroscience, organizational development, and brand strategy, introducing groundbreaking practices for bringing the spirit of WE to any organization, team or cause.
If you are a supervisor or a team leader, you know how difficult it is to run a unit or a team. You’ve the one job where everyone seems to give you a hard time; management demands improved performance, employees want you to solve their problems, other units need you to
Social capital consists of the stock of active connections among people: the trust, mutual understanding, and shared values and behaviors that bind the members of human networks and communities and make cooperative action possible.
Social capital makes an organization, or any cooperative group, more than a collection of individuals intent on achieving their own private purposes,
Social capital bridges the space between people. Its characteristic elements and indicators include high levels of trust, robust personal networks and vibrant communities, shared under-standings, and a sense of equitable participation in a joint enterprise—all things that draw individuals together into a group.
Merely having shared values and a shared worldview guarantees nothing about a group's quality, rationality, or usefulness.
Leaders set the tone of an organization; they more than anyone else establish and maintain its values and norms through their own actions.
Promotions to leadership positions act as firmwide signals; the fact that employee A won out over employee B shows people what values, approaches, and ways of working management looks for.
When promoted individuals have demonstrated their untrustworthiness, everyone absorbs a noxious lesson: crime does pay, or nice guys finish last.
Knowing who people are and what they are doing builds social connections and trust, just as secrecy tends to create suspicion. Openness and trust are tightly coupled.
The glue that holds networks and communities together includes several ingredients. Shared interests and shared tasks are among them. Trust is the key ingredient.
Space and time for people to gather and make connections with one another are the seedbed and sunlight of social capital. By providing them, leaders can foster conditions that help social capital thrive.
Shared interests and tasks can help develop trust, but when trust is lacking or has been betrayed, no amount of enthusiasm for a subject or advantage in joint work can hold these collective entities together.