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The Impact of Technology on the US Energy Market

Hoskin would visit nearly a dozen different Canadian homes, moving about Ontario and Quebec before arriving in the "more cultured, more civilised" Vancouver. He became a Canadian citizen and continued to create books, each one more absurd than the last. Rampa allegedly flew as an air ambulance pilot in World War II, evaded capture and torture, and fled a prison camp near Hiroshima on the day the bomb was dropped. In Vancouver, Hoskin stayed in a West End hotel. According to his secretary's self-published memoir, he liked the waterfront vistas but found Vancouver difficult to navigate. He couldn't recreate The Third Eye's success; it had been difficult to find a home that could accommodate his cats, and health difficulties required the use of a wheelchair in an inhospitable metropolis. Hoskin became more reclusive as his writings expanded to include aliens, prophecies about future conflicts, and previously unreported escapades of Christ. Hoskin moved again, this ti...
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The Resilient Business Surviving and Thriving in the US Economy

There are two types of company cultures: organizational culture and business culture. More specifically, organizational culture is made up of the beliefs, behaviors, and rules that everyone in that company follows. This is the kind of thing we've been talking about so far. Corporate culture, on the other hand, includes a company's full set of beliefs, such as its mission statement or purpose and values like honesty and new ideas.People who work for companies with strong employee cultures say they are more engaged in their work, happier with their jobs, and feel like they fit.

They also say they are less stressed, have more energy, sleep better, and are more optimistic

What can businesses do to help their employees build a great company culture? I talk about three important parts of company culture in my senior executive program on Managing People at Work: 1) Goals and values 2) Rituals with Meaning 3) Trust and safety. Each one is important in its own way for making a workplace where people are interested in their work, driven to do well, dedicated to success, and eventually happy with what they do every day.MISSION AND VALUES A strong sense of purpose or direction is something that drives people to act in the same way over and over again. I worked with Dr. Richard Boyatzis on a study of organizational cultures. He found that companies with strong corporate cultures tend to have clearer goals that can be measured, as well as shared ideas about how to reach those goals.RITUALS WITH MEANING Rituals at work usually mean things like starting or ending a job, events for praise or rewards, benefits like check-in meetings, and so on. People should take part in these activities because they help people understand what it means to be part of an organization and act in ways that are in line with the values and goals set by higher-level leaders. Making meaningful routines and then reminding people of them is key to making sure they know why they are important and how they help the organization succeed.

SAFETY AND TRUST Are people safe where they work

Do they think their leaders care about them as individuals and about the direction of the company as a whole? Because culture is important, employees need to know that 1) they can help make choices, 2) their thoughts are valued and taken into account, and 3) what they say can actually change things. These words are still true even if the company can't follow through on every thought or suggestion. Researchers Jennifer Mueller and Christine Porath, who wrote The BDFL Effect: How Great Leaders Build Trust for Extraordinary Results, have found that "an understanding of how work gets done" and "clear direction on priorities" are the two things that make employees feel safe enough to do their best work.For each type of culture, there are different ways to build it. If you want to make people care deeply about the company, you should start by getting rid of your business books and HR policy guides. Share information with your workers in an open and honest way to build credibility and trust. Be noticeable and easy to reach. Teach your workers about the business, get them excited about its success, and share updated business results at least once a month. Everyone should feel like an equal and important part of the business. Stay upbeat, but don't be afraid to talk about problems that need to be fixed. Help your workers, especially when they fail, and use that as a chance to learn and grow. Don't bother with pointless reviews that treat workers like kids.

Instead, hold regular team talks, make promises to the team and each other, and give feedback

Cross-train your staff. Make it a habit for all leaders to teach the people they are in charge of what they know. You will build a great community and a very successful business if you do these things well. In the military, we learned that an organization's culture and power determine its result. This is how you should act in the company. This culture is made up of shared views and values that were set by leaders and then communicated and reinforced in different ways. These affect how employees think, act, and understand things. That's how we get to and end state, where we hope to win. It's basically the same in the military as it is in the rest of society: either a Hierarchy culture, a Process culture with clear rules and framework, or a Market culture with the focus on results and competition. Clan and ad hocracy cultures depend on taking risks and competing with each other in a nice way. That nonsense has no time for anyone. What needs to be done and how it will be done. It doesn't matter what else.A community where people have adapted to their surroundings shows a society that can be changed to focus more on giving or caring. The culture of a group is shaped by its members and, in particular, by the powerful forces that control it. Forager cultures, also known as hunter-gatherer cultures, tend to be very equal and loose, while farmer cultures tend to be hierarchical and tight. There is more in-group loyalty, conformity, authoritarianism, and the psychological need for safety when there is more work to be done together (like irrigation farming) and when there is more external danger (like raiders, natural disasters, and pathogens).

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