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May’s Reflection summarized the limitations of “buy-in” and advocated for a more theoretically grounded method of effecting organizational change. This month, we cover other aspects of “Buy In” and why leaders need to understand the differences. This understanding is key to why some change initiatives succeed and others fail.   Before diving into how leaders can mitigate the loss of purpose and lead through change – it is critical to distinguish between organizational identi

The conventional leadership approach of seeking “buy-in” often falls short. The problem is it frequently offers more rhetoric than tangible solutions. Change and innovation are indispensable for organizational growth & performance. Yet implementing next steps often presents a formidable challenge for leaders. This month’s reflection summarizes the limitations of “buy-in” and advocates for a more theoretically grounded method of effecting meaningful change . Buy-in considerat

Topic : Leadership, Innovation, Organizational Change, Culture Audience : Leaders, CEO, COO Author : William Lindstrom, CEO, The Culture Think Tank I believe most leaders will agree that change and innovation are essential for growth. Leaders are not employed and rewarded for doing the same thing or maintaining the status quo. They are employed and rewarded for driving growth, which inevitably requires change and innovation. This leadership demand raises the obvious question.

How do you quantify Anxiety and measure its impact on culture,  performance, productivity and retention?

How do you create a high-performing culture and quickly provide your workforce a way to give consistent feedback?

How do you quantify Well Being in the workplace and measure its impact on Culture, Performance, Productivity and Retention?

Return on Culture is possible to strengthen and measure!

Owner Gains 18% Valuation, Unites Multi-Generational Workforce, Streamlines Communication & Performance

Logistics Firm Focuses Strategic Objectives & Identifies Cultural Barriers

Case Study Overview - Helping a Leader Uncover Unconscious Bias to Improve Communication, Staff Connectivity & Reduce Anxiety Read Time: 3 minutes Client: County Agency Product: Culture 5 – 4 Check-Ins, 5 Questions, 120 days Anxiety Rating: High Staff Connecting: 2 8% Connecting Value to Leadership With the help of an executive coach, the CEO unlocked unconscious bias around their communication skills/ strategies Managers reported feeling Tired, Stressed & Overwhelmed fr

Case Study Overview - What Happens When Requested Staff Needs Are Identified, Then Not Addressed By Leadership Read Time: 3 minutes Client: Construction Company Product: Culture 5 – 4 Check-Ins, 5 Questions, 120 days Anxiety Rating: Concern Staff Connecting: 32% Connecting Value to Leadership The discussion with leadership was twofold: Pointed to the rising metrics around Anxiety , which is the leading indicator as a disruptor of a strong culture Pointed out the rising Anxi

Slowing Down Versus Going Fast to Improve Culture, Communication and Operational Efficiencies

We all have bias but how often do we step back to see how it is affecting our business?

What elements are involved in developing trust and high-performing teams?

Return on Culture and OBI

Prepare to celebrate your success

The term ‘organizational culture’ can be defined in many ways.

Unconscious bias. It’s affect. It’s defeat.

Trust. Easy to lose. Not as easy to regain.

Full disclosure. This book sat in my bookcase for 20 years. Yes. 20!