High Performance Culture Model
Are your people All In? The foundation of our work focus is captured in the High-Performance Culture Model featured in the New York Times bestselling book, All In: How the Best Managers Create a Culture of Belief and Drive Big Results, based on a Towers Watson 300,000-person survey of the best performing cultures. The model is a process that can help leaders and employees develop a greater understanding of and a personal ownership and involvement in your mission and cultural vision.
This is not a lockstep system but a path that is intended to include some interesting detours. The specific process of identifying, enhancing, and embracing culture is unique for every organization and may even vary from territory-to-territory and district-to-district. However, the model below can serve as a flexible pathway that will keep leaders and employees focused and impact the probability of increasing not only understanding, commitment and buy-in, but also business outcomes and company value.
In developing an ‘All In’ Culture, we must learn to think beyond the traditional ideas of employee engagement or customer service. Leaders must seek to develop ‘believers’ in their brand. We have helped employees at American Express to “Bleed Blue,” at Pepsi Beverages Company to “Pour It On,” at Avis Budget Group to “Try Harder,” and First Niagara Financial Group take a journey to “Something Really Special.”
Our Proven Methodology
1. Assess & Consult
The Culture Works can assist you in designing and delivering a unique system-wide, culture engaging, enabling and energizing experience to encourage effort across the entire organization by following our proven methodology.
Using Interviews, Focus Groups and Online and Written Surveys our performance consultants assess current levels of employee engagement, enablement and energy—and our proprietary seven steps to identify where your culture has opportunities for growth. We also review key performance metrics and other existing baselines to help us gain the complete picture for our reporting.
With our actionable Formal Findings Assessment Report™ and Visual Scorecard™ in hand, we work with your leaders to define your strategic cultural vision, core personality and performance objectives for your desired culture and create a Culture Design Document™ and Road Map™ that will lead your organization through the steps of the cultural transformation process. In this phase we identify milestones for developing your communication, education, sustainment and accountability tools for leaders to mark your progress according to strategy.
2. Educate and Communicate
Next, backed by our team of performance consultants, project managers, instructional designers, writers and graphic artists, we work with your team to customize and personalize your educational and communication experiences. This can include a custom keynote by the authors for your leadership team; a customized in-person or online culture training experience for employees and managers; a communication campaign including print, verbal, and video messages, leader aides, recognition, social media, and so on. The sky’s the limit.
The process of cultural learning can begin with in-person workshops for leaders and employees, with a thought-provoking mix of exercises, intelligent debate and lecture, best practices from our research, as well as experiences culled from within your organization. The resulting All In Action Plan™ and Take It To Your Team™ exercises, will help leaders weave cultural improvement efforts into daily performance, their daily communications, recognition, and accountability measures with their teams upon returning to their workplace.
The Goal – Whether an employee is a front-line worker, a midlevel leader, or a senior executive, they should have clear and actionable definitions of your “Why” and of the performance that supports your mission, core values, goals, and individual expectations. It’s one thing to hang up a poster of your mission and strategies; but true culture change doesn’t happen until you translate your principles into real behaviors expected of leaders and employees who interact with your clients every day.
A system-wide cultural initiative must gather a real head of steam to reach into all corners of the organization. This important aligning step of education and communication will teach leaders the “Why” and the “How” to begin finding hidden reservoirs of ingenuity and drive in their teams and fuel lasting change.
3. Measure & Sustain
The questions at the root of any cultural-improvement effort are:
• What do my customers want in our brand?
• Why would my employees care about this culture and live that brand?
Answers will come as you help each person understand how their performance affects not only themselves but their teammates and the overall company, customers, community, and shareholders. This includes weaving cultural-improvement efforts into executive communication, company communications at all levels, in all departments, daily/weekly staff meetings, performance evaluations, and accountability measures.
Unit-by-unit analysis can be conducted through discussion and associate pulse or formal surveys. Areas of improvement are identified and addressed.
SVP, Sales and Business Development