“Cultural” problems are being blamed for sub-optimal performance and you want to stop the hand-wringing and do something practical about it.

Let's talk about it

Send us an email address and we can start the conversation

BUSINESS LEADER V2
BUSINESS LEADERS
The buck stops with you. You have achieved success in previous roles and have been rewarded with increased accountability and authority. Leading people and businesses is complex, dynamic and rewarding when things are heading in the right direction. You want to be certain your organisational settings are lifting the performance of the team. 
Business Owner
BUSINESS OWNERS
Talk about having skin in the game. You know that business ownership is not merely about holding shares in assets and liabilities.  This is personal. The greater your sense of ownership, the more the performance of the organisation reflects on you; your identity. The health and well-being of your business, it's fitness to perform, is of primary concern.   

Some of the questions you want answered are here...

What do your people mean when they talk about “the culture”?   

When they are assigning causation to the culture, are they right? 

When there is agreement that “something isn’t right with the culture,” are people talking about the same thing?  

Are some people talking about the way they feel about the way certain things are set-up?

Will some people be seeing things in terms of systems?  

Given that communication challenges arise between people with a bias towards relationships and those with a bias towards taking action now, and those with a bias towards taking a wider, conceptual, systemic perspective, how do you remove the barriers to effective communication between these groups?

What is the basis of the premise that causative links exist between what people understand to be Culture and the current problems?

If you are planning on making changes, where do you start?

What factors will give you the biggest return on investment?

Do you start with your organisational structure?

How are you going to address the emotional response to changing power dynamics?

How does organisational structure make a difference?

How does it compare to other factors; the organisational narrative, the bases of power, leadership effectiveness, people development?

What practical actions can be undertaken to create change in priority areas?

What are you basing your strategy on?

How long will it take before you see a positive change?

How do leaders describe the current situation? 

Where does the leadership team demonstrate they have a common perspective on the factors driving the performance of the organisation?

Is there causative relationship between the conduct of leaders and performance of their teams?  

How is that relationship being established?

How could leaders’ personal styles, their behaviours and leadership strategies contribute to the situation?

To change the culture, do you need to change the people?

Let's talk

We can help answer these questions

RELIABLE ANSWERS TO THESE QUESTIONS ARE VITAL

Know the facts

Clear a clear view on what you are dealing with

Take effective action

Target the areas that will give you the greatest return on investment

Measure progress

Test to see that action taken to improve your culture is working

Let's talk about it

We’ll share how an integrated approach creates significant change