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Then there are roles that rely predominantly on our ability to influence, for example People and Culture

your people (they are the business), you are sending out a much stronger message that talks to your culture

Or take a strategic systemic approach and agitate for cultural change. 

industrial revolution, and so it is built on our four pillars of Connection, Purpose, Uncertainty and Culture

They understand what culture is needed for people to thrive at work.

Organisations struggle with performance uplift, let alone achieving a high-performance culture. Their most important assets, their people are the key to a high-performance culture which will benefit As Google once said, Culture eats Strategy for breakfast! So if culture is critical to business performance, then those with a direct ability to have an immediate And with an increased coaching culture, organisations will start to develop more reflective practices

then we head back to the office and continue to experience pockets of high and low engagement, weak culture What would that do to culture? and engagement? Strong correlations exist between EQ and performance, engagement and culture.