• Create Constructive Cultures and Impact the World

    Over 30 years of research across thousands of organizations using the Organizational Culture Inventory® has shown positive relationships between Constructive cultural norms (that is, expectations for members to behave constructively in order to “fit in”) and motivation, engagement, teamwork, quality, external adaptability and, ultimately, profitability.

  • ‘Unbossed Culture’ Takes Performance To New Heights

    Leaders now hold each other accountable. Their vulnerability has promoted inclusiveness, built trust and showed commitment to employees. Employees are engaged, their ideas are flowing and they’re taking ownership.

  • Leadership Glue Delivers Speed, Agility, & Aligned Action

    Hanes’ approach to developing their leaders is distinct in that their leaders are required to experience LSI three times before moving forward to the next level development program.

  • How Quantitative and Qualitative Results Lead to Real-Time Change

    The leaders at ERDMAN saw an opportunity for the senior leadership team to set the tone and expectations for the entire company and help drive needed business results. While never an overnight change, culture transformation is a vital part of an organization’s success when done correctly and ERDMAN has already begun to see the results…

  • Quantifying and Aligning Workplace Culture Post-Merger

    While it’s never an overnight change, culture transformation is a vital part of an organization’s success when done correctly. With 12 years of experience and the assessment tools that provided quantitative data showing where we are, where we want to go, and how we need to get there – Inclusa’s culture journey seemed attainable.

  • Johnsonville Sausage: Ensuring a Culture for Growth

    Members and leaders of Wisconsin-based Johnsonville Sausage have a bold vision to “be the best company on earth.” This requires that the leading national sausage brand be culturally prepared and poised for aggressive innovation on its way to growing and becoming a $1 billion company. An important step was determining whether the company’s Research and…

  • Culture Shift + Leadership Development = Sustainable Results for Advocate Health Care

    As the largest health system in Illinois, Advocate’s challenge was to increase and stabilize engagement, focus on culture change, and strengthen relations within a high-profile, semi-autonomous unit that struggled with negative team dynamics, unproductive work relations, and entrenched passive-aggressive behavior.

  • Culture Change at HKS: Resilient and Responsive

    Dallas, Texas-based architectural firm HKS Architects creates places that enhance the human experience, like the US Bank Stadium, home of the 2018 Super Bowl. After collecting employee satisfaction data for 10 consecutive years, leadership sought to better understand the current culture and the roadblocks that were inhibiting employees from taking the most successful actions.

  • Ultimate Culture Webinar – What are your Blind Spots? with Jim Haudan and Rich Berens

    Root Inc Chairman, Jim Haudan, and CEO and Chief Client Fanatic, Rich Berens, reveal the five most common blind spots that thwart leaders and their organizations from attaining higher levels of member engagement and creating real and meaningful strategic and culture change. They outline how to create a thriving organization by focusing on purpose over…

  • The Missing C in C-Suite = Culture

    Marti Wronski, General Counsel and SVP with the Milwaukee Brewers Baseball Club, shares: “Successful transformation happens when the majority of people in the company have aligned beliefs and when proper leadership mindsets fuel consistent action.”

  • A Historic Shift in Expecting Leaders to Understand and Evolve Culture

    We are experiencing a historic shift in how people view the importance of culture and culture change. As a result, most CEOs and other top leaders will be expected to understand and deal with culture challenges proactively, or they will be considered both financially and morally negligent. Yes, financially and morally negligent. We are seeing top…

  • In Conversation with Edgar Schein: Answering Three Common Questions about Culture

    Culture can often be like a wet bar of soap—too slippery to grasp. To harness its force, we first need to understand its nature and dynamics. And there’s no better person to help us get a handle on organizational and team culture than Edgar Schein, one of the world’s most well-known culture pioneers.

  • Post #200 on CultureU – 7 Essential Insights Normally Missed in Culture Change Efforts

    This milestone post is a salute to passionate and experienced culture and performance change agents. You understand the power of culture in organizations and the challenge, frustration, restlessness, and exhilaration inevitably linked to intentional culture-related action. We’re living in the absolute best time in history to be involved in meaningful culture change. Culture is finally…

  • Closing the Massive Gaps Between Culture Awareness, Education, and Action

    It’s time to turn the culture world upside down and explode many incorrect notions that are preventing meaningful culture change for organizations and society. We’ve reached a critical point where most leaders are aware culture is important, but they range from being confused to intentionally uninformed about what culture change is all about. This culture…

  • 8 Culture Change Secrets Most Leaders Don’t Understand

    I spent 15 years learning and applying culture insights as a senior executive and consultant across multiple organizations before I started to proactively reach out to top culture pioneers and experts to learn about their culture facts and fundamentals. We can’t learn much about culture from the popular press and most social media is dominated…

  • 20 Organizational Culture Change Insights from Edgar Schein

    Grâce cette publication, vous pourrez accélérer le changement de votre culture organisationnelle. Chaque leader comprendra ici les bénéfices des réflexions critiques sur la culture ainsi que la résolution de problèmes, le changement, l’engagement, la stratégie, le recrutement et le consulting avec Edgar Schein, Professeur Émérite au MIT Sloan School of Management et personnalité la plus…

  • The Common Ground of Qualitative and Quantitative Culture Development Approaches (Part Two)

    This is the second post from a discussion between Professor Edgar Schein, arguably the #1 workplace culture expert in the world and a strong critic of culture surveys, and Dr. Robert A. Cooke, creator of the most widely used organizational culture assessment in the world. The discussion resulted in 12 key areas of common ground…

  • The Common Ground of Qualitative and Quantitative Culture Development Approaches (Part One)

    What happens when you have a discussion with Professor Edgar Schein, arguably the #1 workplace culture expert in the world and a strong critic of culture surveys, and Dr. Robert A. Cooke, creator of the most widely used organizational culture assessment in the world? It was exciting to see this discussion unfold to a point…

  • Workplace Culture vs. Climate – why most focus on climate and may suffer for it

    Culture is a hot topic. It was the Merriam-Webster “word of the year” for 2014. Leaders and experts across the world are talking about how to develop an agile culture, implement a lean culture, overcome the culture clash in acquisitions, and many other areas of culture change. Unfortunately, the reality is that most of these…

  • The Four Roots of Employee Engagement

    Haven’t we talked about employee engagement enough? Nope! Because despite the amount of time, energy and effort that organizations around the globe are investing in helping engage people in work, things aren’t improving much. Weekly pizza socials, guest speakers and telecommuting options are certainly appealing. I like pizza as much as the next guy. And,…

  • The first principle of successful culture shaping – The Shadow of the Leader

    I wrote about the four reasons culture-shaping efforts fail in my previous post (Organizational culture has reached a tipping point, yet many culture change initiatives fail for four key reasons). But what makes them succeed? What makes some culture-change efforts successful where others become simply another ‘flavor of the week’ training session that never translates…

  • Human Synergistics announces partnership with Achieve Performance Consulting Group

    Human Synergistics and Achieve Performance Consulting Group have joined together to provide trusted regional and world-class consulting and training to organizations in Greece. The partnership combines Human Synergistics’ research-based culture, leadership, and team assessments and simulations, including the Organizational Culture Inventory®, with Achieve Performance Consulting Group’s proven executive consulting expertise to offer customer-focused, customized solutions to the Greek market.

  • Transform Your Culture With Three Powerful Drivers

    There are several approaches to changing cultural norms in an organization, however, the actual transformation comes from its people doing something unique, adopting new behaviors, changing the way they solve problems, and the way they communicate and interact with each other. To change something, we must understand the way it’s created, formed and influenced. Here are three powerful drivers of culture: behaviors, techniques, and symbols.

  • Webinar: Team Effectiveness—How to Utilize the Group Styles Inventory™

    This webinar provides an overview of the Group Styles Inventory™ (GSI) as well as the GSI Circumplex. We share practical applications for enhancing your change efforts with the GSI, whether for cultural change, individual and leader development, and/or team building purposes.

  • 3 Pivotal Conversations to Mobilize Your Team for a Reorganization

    A while ago, I was counseling a senior executive of a government bureau who was two years into shaping his agency to be more customer and results-centered. He rebuilt his 200-person group, propelled key actions, coached his staff on changing mindsets, and settled on some challenging personnel decisions. At about the same time these efforts…

  • Charting For Change In The Workplace

    Change management can be tedious and challenging, but it is a well-trodden path. Many analysts have created useful models to manage change in different respects; this article touches upon Kurt Lewin’s famous change model and presents insights about actionable changes. Kurt Lewin was a German-American psychologist who served as a professor in US universities before…

  • Why Boards of Directors Need a New Profile

    A scan of the literature, the internet and my interviews with a number of governance practitioners has revealed that when selecting and developing board directors – profit or non-profit, the focus is very much on what they know, who they know, and what they’ve done. Perhaps, given the awesome responsibilities of 21st century directors (both profits…

  • Coaching Exponential Growth

    For organizations to achieve exponential growth, they need to have leaders who coach. Yes, we still need managers to manage, but to move an organization forward and to achieve rapid momentum toward phenomenal growth, we need the entire workforce engaged. One leader cannot achieve success alone. It takes leadership at all levels and throughout the…

  • Top Five Culture Posts of 2017 on CultureUniversity.com

    The interest in culture continues to grow but this growth comes with a proliferation of over-simplified and incorrect information about culture and culture change. Culture University was launched in 2014 to cut through this misinformation and it’s grown to be a great resource for leaders and change agents (this is post #191). Five new posts…

  • Better Me, Better We, Better Organizations

    ‘Tis the season for reflecting on the year that’s ended and planning for the year we’ve entered. A ritual that often results in…NEW YEAR’S RESOLUTIONS! It’s known that New Year’s resolutions come with an abysmally low success rate—only 8% of people achieve them. Probably as low, if not lower, than the success rate of major…

  • Vulnerable Leaders Inspire with Authenticity and Humanity

    Personal vulnerability is considered a liability for leaders. Conventional wisdom holds that it is difficult to lead or negotiate or make demands from a position of perceived weakness. In business, vulnerability is generally seen as weakness. Recent headlines scream for business to avoid vulnerability or suffer the consequences: “30% of Auto Parts Retailers’ Business Is Vulnerable…