Bold declarations . . .

Douglas Conant articulates his very common-sense and caring approach to a leadership development programme he introduced and led to recover Campbell Soup Co’s “toxic culture” in 2001:









I especially like the idea of making employees feel like they’re part of something special.  I also love that as a self-acknowledged introvert, Mr Conant put himself purposely out of his comfort zone in response to a real need to take his leaders to a “higher ground” – and in 2010, his company’s research showed that for every 17 engaged employees, only one was disengaged.


Read more here.

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