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.

Fantastic.

Read more here.