forget why. what we need to know is how
TRANSCRIPT
Dov Seidman is the CEO of LRN and a worldrenowned author of the New York Times Bestseller of'HOW: Why HOW We Do Anything Means Everything.'
MEET DOV SEIDMAN
In 1994, Seidman founded LRN and helped morethan 500 companies worldwide develop their value-based corporate cultures and inspire principledperformance among employees
HOW IT ALL BEGAN
After having operated LRNsuccessfully for over 21 years,Seidman used his experiencesand wrote his New York Times
bestselling book thatperpetuates his unique
methods on social interactionin corporate capacities.
“It's no longer what you do that sets you apartfrom others, but how you do what you do.”
- Dov Seidman
Recently, the business world has developed anew level of transparency and the culture of acompany is just as important as any other givenfactor for prospective employees and/or clients.
Recently, the business world has developed anew level of transparency and the culture of acompany is just as important as any other givenfactor for prospective employees and/or clients.
LRN has helped more than 15 million peopledoing business across 120 countries to keep thehuman aspect in their company culture even in
the midst of such demanding competition.
The book is divided into fourcomprehensive parts
Exposes the factors that have fundamentallyrestructured the way organizations operate and the way
that employees conduct themselves.1.
2.
Exposes the factors that have fundamentallyrestructured the way organizations operate and the way
that employees conduct themselves.
Provides frameworks to help you identify and understandthese “hows” and implement them in powerful ways that
increase productivity towards team goals.
1.
2.
Helps you channel actions and decisions to getdifferent results. 3.
4.
Helps you channel actions and decisions to getdifferent results.
Explains the systems of dynamics between peoplethat shape the culture of organizations. Seidman alsointroduces a bold vision for leading successful teams
through self-governance.
3.
4.
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