Companies with a strong corporate culture are among the highest performing in the world. Would you like to see that in your organization?
Cultural Capital – gives organizations a competitive advantage. Research shows companies with a strong corporate culture outperformed companies that did not. They gave a substantial amount of time and attention to developing this environment in a consistent and systematic manner.
According to a study in 2013 by the Economics Intelligence Unit, over 72% of business leaders consider culture a priority for continued success and growth. A multi-year Harvard Business study on corporate culture and performance found that revenue growth of companies with a high-performing culture was four times that of their peers.
What if you had a process for building a high performing workplace culture step-by-step? One that would save months off from project implementation, inspire your employees and boost productivity? Interested?
The Culture Leadership Group provides this e-learning opportunity to help leaders build people-centric and value-driven organizations, being the best for the world, attracting, engaging and retaining top talents.
The Masterclass in Cultural Transformation is a self-paced, nine module learning program, which includes streaming videos, program workbook and presentation materials. This offers the flexibility to learn from your office or home, with no need for long distance travel or extensive time away from work.
This exclusive learning program is for leaders who wish to build a desired workplace culture.
This Masterclass is for leaders who wish to build a desired workplace culture.
Exclusive Masterclass: How to Build Your High Performing Workplace
This exclusive Masterclass is for change leaders who want to build outstanding team performance and a winning culture. Increase your profitability, employee engagement and productivity by creating a people-centric organization. Become an employer of choice, learn invaluable strategies to generate higher retention rates, and build a new culture after a merger or acquisition.
Important takeaways: Be equipped with the latest coaching and mentoring techniques to inspire and motivate your people; learn how cultural transformation tools can be used to assess your organization’s motivational culture and performance effectiveness; a step-by-step methodology to prepare and implement cultural transformation.
Includes: 9 Modules Streaming Video, Workbook, Presentation Slides, E-Book – Conscious Culture, E-Book – 9 Steps to Building a High Performing Workplace Culture
|9 Modules @ $25||$225|
|Book Conscious Culture||$20|
|E-Book – Complimentary||nc|
Podcast of the exclusive learning program for conscious leaders ‘on the go’ who wish to build
Podcast of the exclusive learning program for conscious leaders ‘on the go’ who wish to build a high – value workplace culture.
Podcast of the Masterclass in Cultural Transformation.
Whether at home, in your car, or commuting to work, enjoy the freedom of professional development with this podcast of 9 modules of leadership development.
Be equipped with leading edge knowledge of how to build the most successful, values – driven organizations. Inspire your people and become an employer of choice by creating a WOW workplace with high employee engagement and productivity.
Gain a practical overview of the entire nine modules in the training program.
The Masterclass workbook covers the entire nine modules in the training program – How to Build Your High Performing Workplace. Joanna Barclay shares 3 decades of her experience and knowledge, including client examples and case studies. Modelling the best practices and latest techniques in facilitative training, leaders and corporate trainer receive a valuable resource to capture new insights gained during each of the modules in the Masterclass. Build new leadership consciousness and understanding to increase employee engagement and productivity.
Course materials from leadership experts and award winning consultants.
Masterclass in Cultural Transformation
Valuable learning and development slides to use in corporate training programs. Develop new leadership awareness, and understanding for how to build a high performing, values-driven workplace culture. Total of 151 slides.
The ABCs of High Performance is an inspiring and uplifting framework to support cultural change.
The ABCs of High Performance is an inspiring and uplifting framework to support cultural change-and how to transform the culture in your workplace through Awareness Belongingness and Commitment. Leaders learn the importance of connecting with people, using the head and the heart. It teaches the importance of developing greater self-awareness, and how to consciously energize and inspire people to fuel productivity, creativity and innovation. We guarantee to make a difference by igniting values,
meaning and purpose throughout your organization.
Awareness through measurement creates new consciousness. When we measure things we are provided with data to make sense of the world around us. Data and information answer our questions about why, what, and how. New information creates new awareness and we become more conscious of what is happening and why. New consciousness is the source of new ideas. New ideas are the source of new strategies. New strategies are the source of new actions to solve problems or capitalize on opportunities. Knowing the how leads to appropriate actions.
What is corporate culture? Strategies can be copied but a corporate culture cannot. Why can’t it be copied? What makes corporate culture the best investment to attract, engage and retain the best people?
Personal values are a source of life force energy. They energize us, make us feel happy, give us joy when they are lived and sorrow or frustration when they are not. For leaders, values are the heartbeat of excellence that intrinsically motivate and inspire their people. For managers, these are the things they want to make sure are frequently acknowledged and recognized. The more a person is aware of their values the more valuable the values become for them and the world around them.
Organizational cultures, especially in bigger organizations are made up of many sub-cultures.
Organizational cultures, especially in bigger organizations are made up of many sub-cultures and many different group personalities. This cultural diversity can provide real benefits and challenges. Find out how to become more successful by developing your culture consciously to ensure people work effectively together across cultural diversity.
Values are used to consciously create the future an organization wants to experience. Knowing where you are going, your values help determine the behaviours needed to get there. They are used on a consistent basis to make decisions and influence people’s behaviors. There needs to be personal alignment between the values and behaviours of the leadership team, modelling the new values needed to move the organization, in the same direction, towards the desired future. Organizations do not change, it’s the people in them who do!
There is a well-known saying by Peter Drucker: “Culture eats strategy for breakfast.” Applied to culture change this means whatever new strategies a leadership team creates will not succeed unless they are aligned with the current or desired culture. To achieve different results, leadership teams must focus on changing the way people behave and interact with each other. This means consciously changing the workplace culture.
For cultural transformation to be successful, workplace culture becomes a strategic focus for the organization. The leadership team is committed to change with a clear understanding, well communicated, of why change is necessary. Often, workplace culture becomes a strategic initiative in order for it to attain the focus and support needed for long term change.
The core challenge for organizations looking to attract top talent is fulfilling the dream.
The core challenge for organizations looking to attract top talent is fulfilling the dream and providing a match in leadership style and values. The traditional view of leadership has changed from previous generations. A recent survey shows that, about 80% of MBA students’ believe their generation views leadership differently. Leaders are expected to create a work environment that inspires creativity, and innovation. It’s easy to identify core values, but, how can leaders ensure organizational values and ethics permeate throughout the organization? These challenges and more are addressed in this Leadership Development module.
The creative process requires people to overcome risk aversion and the fear of being wrong. How do you empower people to open up and share with each other? By creating safe environments for sharing, for collaborating, and creating solutions together.
Current world challenges and situations are affecting people and the culture inside of organizations. Top talent is hard to find, keep and engage. Some work environments have 4 generations working together. The values of emerging leadership are substantially different from leaders who graduated thirty years ago. It is not possible to solve today’s problems with the same level of thinking that created them.
The most challenging struggles identified during change deal with the need to develop new awareness, ownership, and responsibility for the internal drivers of change such as personal behaviors and values. This is because organizations do not change, it is the people in them that do! For real, sustained change to happen, the change must begin in the mindset and values of leaders and staff. When mindsets change, new thinking and strategies emerge, making new behaviors possible.
Developing cultural capital means making an investment in how people work together.
Developing cultural capital means making an investment in how people work together to build the “personality” of the organization. Since the onset of the new millennium people are becoming more conscious of the world in which we live and work. Leaders are now more conscious and aware of the culture of the organization, how well they cooperate, and how well they execute. Financial capital is dependent on cultural capital, which is dependent on human capital. Making an investment in your culture is the best investment you can make because it cannot be copied.
Change means doing things faster, better and cheaper. Transformation means a whole new way of being and doing. Evolution means doing things better and faster by changing your very being, from the inside out. The need today is for leaders to evolve and be the change they want to see. Organizational transformation begins with the personal transformation of the leaders. Organizations don’t change, people do!
A new paradigm is emerging in the business world that is changing leadership consciousness—how they think and act, about the health and performance of their organization. We are moving from the information age, where knowledge capital was our key concern, into the Age of Consciousness, where cultural capital is driving transformation. Cultural capital is the value that can be placed on the workplace culture.
There are direct financial returns possible when the link between performance and engagement and workplace culture are made. Refer to Fortune Magazine’s “100 Best Companies to Work For” survey. The survey recognizes the best companies to work for in America conducted by the Great Place to Work Institute. In the survey, two-thirds of each company’s final score is based on the Institute’s Trust Index survey.
Cultural transformation tools help you assess intangible values and behaviors.
Cultural transformation tools help you assess intangible values and behaviors. They make the intangible… tangible, and allow you to measure progress on a regular basis. A baseline measurement helps management to see the progress and most importantly, to communicate the same throughout the organization, to create conscious awareness and competence.
One of the key benefits to conducting a Cultural Values Assessment and measuring your culture at work is to find out how much alignment exists between the personal values of employees and the organizational culture. What makes values alignment so critical? When there is alignment between the personal values of employees and the values they experience in the workplace, employees feel they can bring their whole selves to work and do not have to park the best of themselves at the front door.
By measuring your current culture, leaders find out which values are most important to their people, what they are currently experiencing, both positive and liming, and what the desired values are. With this knowledge leaders have a better understanding of the drivers that fuel performance and the limiting behaviours that are causing lost productivity and low employee engagement. This knowledge is extremely valuable to leadership teams. It links performance to workplace culture, making the intangible, very tangible.
Cultural entropy is defined as the amount of energy in an organization that is consumed by unproductive work. It is a measure of the friction and pent-up frustration that occurs when potentially limiting values show up in the workplace. Values such as bureaucracy, silo mentality, blame, and control,are factors that cause high levels of stress leading to low productivityand have a direct impact on reducing employee engagement and retention.
Conscious leadership is an emerging leadership style in business and organizations.
Conscious leadership is an emerging leadership style in business and organizational development. Requirements for leaders are expanding to meet the evolving consciousness of external stakeholders. Leaders are being asked to integrate values such as ethics, integrity and transparency, along with non-traditional business concepts such as co-creation, love, and wholeness in the management of profit, people and process.
Conscious leadership is an emerging concept in business and organizational development, where the requirements of leadership are expanding to meet the evolving consciousness of external stakeholders. Leaders are being asked to integrate values such as ethics, integrity and transparency, along with non-traditional business concepts such as co-creation, love, and wholeness in the management of profit, people and process. To ensure employee engagement, other concepts equally important to conscious leaders and conscious leadership are the encouragement of humor and having fun, showing employee appreciation, empowering human potential, and working toward common good(win/win) for all.
What really matters is that leaders create enthusiasm, empower their people, instill confidence, and be inspiring to the people around them.
TLEX (Transformational Leadership for Excellence) is a program delivered by the International Association of Human Values (IAHV). It rejuvenates personal well-being by reducing stress, developing “soft” leadership skills, and strengthening team connectedness. It is based on the principle that leaders must first be able to lead themselves, before they can effectively lead others. The program provides tools and techniques that foster greater energy, clarity of mind, team cohesion and a passionate commitment to personal and team
The art and science of a facilitative leadership is the ability to create internal cohesionmake decisions together. It empowers group members to share perspectives and learn from each other. In the process, this increases self-awareness and awareness of others. It accesses the wisdom of the group and creates sustainable solutions with high impact. Being engaged and empowered in this way builds commitment for decision making and the ability to take new actions and behaviors that support the transformation process.
Facilitative leadership empowers staff by including and engaging them in change process from the beginning. As a result they feel part of the change and not 'done to'. This feeling of empowerment goes a long way in increasing employee engagement and productivity.
Preparation for Culture Change is critical. It begins with building leadership commitment.
Preparation for Culture Change is critical. It being with building leadership commitment and an engagement plan to map and measure the current and desired culture of the organization. It culminates in the definition of a strategy for the implementation of a whole system change program, core values, and the key performance indicators that will be used to measure the success of the program.
Building leadership commitment for change is the first step in transforming the workplace culture and the most important of all the steps. It entails bringing together leaders from different parts of the organization. They could be leaders from across the country, around the world, or with different business functions. These leaders from all the different parts of the organization will form the leadership team. It is important that all of the business leaders in the organization be involved in this process, because transforming the workplace culture touches every part of the organization. How you do business in one function is going to impact and touch all of the other functions that interact and operate with that business function.
Imagine how it would feel to be able to create a vision of the future with your people. An inspiring vision that a team has co-created is the glue that holds them together. Participation aligns team members around shared values and a common cause to make a difference. Creating common cause gives people the courage to endure the pain of change. Passion and positivity allow people to see past the negative obstacles to the bigger picture. Inspiration energizes people to work collaboratively and creates motivation and a positive attitude that can have a healthy rippling effect on the whole organization.
Select the values and behaviours that will mean the most to support the mission and vision and working together to achieve your goals. Identify how you will know when you are living the values and when you are not. A great tip for defining the values and behaviors is to write the behaviour statements in such a way that they can be easily used in some form of performance monitoring process.
Implementation is 95% of the work. The implementation phase includes . . .
Implementation is 95% of the work. The implementation phase includes the interventions and programs designed to support leaders and teams on the journey to attain exceptional high performance. Four-way alignment of values, systems and processes, mission and vision is critical to ensure whole-system change. Mistakes are often made in cultural transformation because the inter-dependencies between all four alignments are not well understood.
For culture change projects to be successful, a whole system change is necessary. It is the same principle as when renovating a house. You could tackle it only cosmetically, but this would leave possible problems unsolved. This could include a leaky roof or foundation, faulty plumbing or electricity. It would be better to tackle all of these important features once you start renovating. The same principle could be applied to organizations. Tackling one aspect of the organization won’t get you to the place you want to be. Your whole organization will have to change to achieve a high performing culture. This process is called whole-system change. It is achieved through a four-way alignment between the elements which are the basic components of the framework. The areas of alignment are: personal alignment, values alignment, structural alignment, and mission alignment.
There is an alarming statistic when it comes to leading successful change. 70% of Change Leaders fail. Why is this? View this tip to see the list of structural and personal changes necessary to manage while leading an organization through change. Ensuring you work with the organization's change champions is a critical success factor.
A values program integrates new values into the functioning of the organization. In particular, the new values are integrated into the performance management system with defined behaviours so managers and staff know what is expected of them. On a regular basis,the values are discussed to ensure people are learning new skills or adapting processes to the desired culture. Similar to a financial budget, the culture is managed on an ongoing basis with performance indicators being measured by managers and leaders.
People-centric learning organizations aim for real teamwork between all members.
People-centric learning organizations aim for real teamwork between all members and departments. They are concerned about reducing rigidity, and increasing the flow of creativity. The leadership is enthusiastic, visionary, and empathetic. Their management style is facilitative. Communication is up, down, and sideways. People talk about how to make the work more humane. Employee fulfillment is achieved and they seek to serve society through their work. The gifts of this situation are obvious: synergy and alignment between the parts of the organization, and a mission related to making a difference.
Cultural transformation happens within the context of learning and organizational change. This is often when new initiatives are developed that require a change in employee behavior and/or the way systems and processes perform. Leaders and management see the need to develop and grow the organization to meet the needs of employees, clients, and the marketplace.
The map is a helpful tool when people see themselves at different places on it—it can then be the catalyst for conversation that builds understanding of the current situation and how a group wants to develop. • Diagnosing collective problems • Setting a context for visioning • Articulating a board or senior executive leadership perspective • Dialogue during a time of structural uncertainty • Exposing contradictory values and assumptions that undermine progress To download a copy of the map visit our Recourse Center at www.CultureLeadershipGroup.com
Viewing the organizational journey map, some managers mistakenly assume it is possible to shift directly to another level. It is never so clear-cut. Organizations cannot make such neatly defined changes overnight. The map is not meant to be used as a static model. Organizations tend to evolve more in some arenas than others. A team will be at different stages in different areas, and at different times. It stands to reason that if the leadership is not at least a stage ahead of others in the organization, there is not much real possibility for development. Somebody has to be ahead of the game. However, leadership understandings and values may be ahead of their skills. As an organization begins to push into a new phase, images and understandings may change rapidly, but the skills that belong to that phase still take time to develop. Only after the new skills are mastered can the organization begin to live and operate on a higher level.