In the last issue we talked about creating a culture of excellence in an organization, whether a small business, gigantic corporation, or anything in between. This idea is nothing new of course; scores of management gurus have made the compelling case for the importance of culture as the fabric that coheres the group enterprise. However, the central theme in our perspective is that an organization's genuine culture is created not by mission statements, slogans, or overarching policies but by the quality of the actual person-to-person interaction taking place in the group. A genuine culture of excellence, in other words, arises from the quality of the relationships within the organization. You create the culture. By "culture of excellence," we mean an environment where people understand, on a very immediate and practical level, what value, productivity, and true worth really mean. In our book, The Go-Giver, we codify the crucial elements of such an environment in what we term the "five laws of stratospheric success." In the last issue, we looked at the first two of these five principles, the law of value ("Your true worth is determined by how much more you give in value than you take in payment") and the law of compensation ("Your income is determined by how many people you serve and how well you serve them"). In this issue we'll round out the set by exploring the remaining three tenets.
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