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The Culture Cycle: How to Shape the Unseen Force that Transforms Performance by James Heskett

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13. Leading Culture Change

Those who can see the need for “useful change” and achieve it through others can claim to be leaders.1 When this is done with an intense sense of purpose and a large dose of humility, you can claim to be a “Level Five” leader of the highest order.2 When the change involves culture, it is truly the personal responsibility of a leader. A. G. Lafley, then CEO of Procter & Gamble, in commenting on what only CEOs can do, quoted Peter Drucker to the effect that “CEOs set the values, the standards, the ethics of an organization. They either lead or they mislead.”3

Leading successfully requires an organization that is willing to follow. Remember the first of the reasons cited in Chapter 1 for why people like their jobs? It ...

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