Culture begins
and ends with how leaders… |
Behave and communicate
Understand the connection between culture and results
Weave these actions into the fabric of operations
Hold their teams responsible to do the same
Culture is the end product of behaviors, actions, activities and communications practiced by a critical mass of employees day after day, for which they get recognized and rewarded and until this become ‘the way things are done around here.’
These employee behaviors are the direct result of what they see and hear leaders and managers doing, saying and measuring.
So why would employees change
how they behave, act and speak? |
Culture change occurs in direct proportion to the new behaviors and language that are passionately demonstrated by the leaders. This gives the rest of the organization ‘permission’ to do the same.
The challenge is that leaders often:
- do not know what new behaviors they need to demonstrate
- do not know what the impact of their current behavior is having on the culture
- have not made the connection between their behavior and the brand
- do not have the skills to display the new behaviors that will drive the strategy
- do not see the urgency of these behaviors to achieve bottom-line results
- do not have the new language and communication skills that accompany new behaviors
- do not hold their teams responsible for living these behaviors, actions, activities and communications
Through Align4Profit’s proprietary process, we are able to dissect the culture, ignite the imagination and develop a strategic solution resulting in a culture that will support success.
Proprietary tools used for sharpening the culture:
- Culture Genetics Evaluation What is the current culture?
- Behavior Mapping Model™ aligned to the stage of the organization’s development and the strategy.
- Cultural Alignment Strategy Integrating the culture into the fabric of the organization
- Behavior Modeling
Communication that Performs™ - Tell the story of the roadmap
We realize the importance of going beyond the facts and bringing in the psychological, and emotional dimensions. It is this holistic program approach that creates robust behavior change.
"..the story must be simple, easy to identify with, emotionally resonant, and evocative of positive experiences." Louis V. Gerstner’s successful turnaround of IBM in the 1990s
- CQ - Culture Quotient - ROI measure
Align4Profit’s ability to immerse themselves in our culture, was key in delivering a culturally appropriate roadmap that engaged all employees” Transport organization
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