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Your organization’s culture: It’s either an asset or a liability. At this very moment, your culture is helping business performance. Or hurting it.http://5Frequencies.comFIVE FREQUENCIES (Logos Institute; June 26, 2019; Hardcover) demystifies culture, with proven and practical tools for leaders. Written by Jeff Grimshaw, Tanya Mann, Lynne Viscio, and Jennifer Landis of leadership consultancy MGStrategy https://mgstrat.com/Five Frequencies answers one of the most critical questions facing leaders and organizations today: How do you turn into a sustainable source of competitive advantage? Based on 20 years of research, the answer couldn’t be clearer: Intentionally or unintentionally, leaders create culture through the signals they broadcast on Five Frequencies: 1. Their decisions and actions - It’s about showing more than telling, role modeling what you want to see more of, and operating “long-term greedy.” 2. What they reward and recognize - You always get more of what you reward and recognize. The authors reveal what behavioral economists say about making rewards and recognition truly motivating. 3. What they tolerate (or don’t) - Leaders and cultures are ultimately defined by what they do and don’t tolerate...even when it’s unpleasant. 4. How they show up informally - You must build trust and affiliation to make it easier to confront and solve problems—without egos getting in the way. 5. Their formal communications - Sometimes leaders think they can shape a strong culture simply with a robust formal communication program - that doesn’t work. But you can use formal communication to amplify your signals on the other frequencies—and the authors show you how. In Five Frequencies, the authors break down each frequency with several case studies and real-world examples of where leaders and companies have failed (such as Wells Fargo, Enron) and succeeded (the Detroit Fire Department and DBS Bank, Asia) and the specific reasons and action points related to each. Five Frequencies includes follow up assessments to show what’s working and why—so leaders can double-down on what’s effective, and recalibrate what isn’t.

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