Recently I’ve been reading a lot about the topic of leadership. I’m very determined to become a better leader.

From Christopher Connors’ article I learned about how putting others’ interests above your own, can help you with becoming a respected leader.

Paying it forward by helping others along the way when it wouldn’t have benefitted you directly, is what our we as a society could do more to make this world a better place. Often we forget that doing good things for people eventually comes back to us in some way.

Find out what it means to be vulnerable as a leader; to be vulnerable as someone who gives more than they get.

“Meaningful relationships are what matter most. Showing the people around you that you care about them and that you’re willing to put them first, is the mark of a true leader. Great leaders are vulnerable and unselfish. Ultimately, they thrive by exhibiting this behavior and in so doing, they earn the respect of all.”

After working in different environments over the years, I’m intrigued about how company culture affects the workplace.

I’m a big believer that a company culture that breeds trust and cooperation in the workplace, will succeed.

Alison Randel writes about how companies can improve culture with small shifts to bad habits in the workplace.

She begins by explaining that habits consist of three parts: trigger, routine and reward.

So to can change culture, it’s important to first identify the poor habits and behaviours that require change.

What are the triggers, routines and rewards of these bad habits?

Small shifts are what improve the bigger organisational culture. It all begins with one step at a time.

If you look at culture change as a series of successful habit shifts, the process of making it a reality starts to feel more achievable. The impact of one small change across every team in your organization means hundreds or thousands of interactions shifting to align with the culture you want. It’s not simple, but there are practical approaches you can take to move the needle.