7 Step Process

Culture Transformation

This process for adopting a responsibility-based culture begins with the buy-in at the highest levels and then full distribution to all staff until everyone is able to be effective on cross-functional teams and redesign systems of the organization as it evolves.

Step 1: CEO and Senior Team Support the Transformation Process

Step 2: Benchmark the Existing Culture to Determine the Starting Point

A new model for the workplace culture is understood and accepted, including building a foundation of trustworthiness and distributing the process for all staff, from CEO to front-line staff.

Bottom Line: The entire senior executive team receives a high-level view of what’s required, what they are transforming from and into, and commit fully to the transformational process and their roles within it.

CEO and Sr. Team steps

1. LifeWork Systems shares culture wellness assessment results with client lead

2. CEO shares need for culture transformation with senior team

3. CEO and Sr. Team learn about change process and capacity building

4. CEO and Sr. Team understands and commitments and agrees to them

5. 7-step process is reviewed at high level

6. Introduction to a responsibility-based culture and how to implement it is presented

7. Engagement and impacts of it on business results is clarified

8. Leaders learn their unique roles and responsibilities throughout the transformation

Benchmarking may encompass different areas of company culture (e.g. trust, engagement, alignment) and a ROI target. Once a benchmark is established, assessments are re-issued to measure improvement.

Benchmarking

1. Strategic Alignment Surveys (SAS) is distributed to departments, divisions, groups, and/or the entire organization, initially and periodically SAS is re-issued at the start, middle and end of the yearlong guided process. SAS surveys are reissued once per year thereafter. After each survey, a detailed report is provided with scores and recommended next steps.

2. Ntrinsx temperament surveys are provided to all to determine temperaments and increase social intelligence and appreciation of differences.

3. Optionally, ROI targets may be identified, and tracked throughout the change process to tie cost savings.

Step 3: Get Senior Team Members "On The Bus" and Develop a Plan

Together the Sr. Team reviews the scope of work and each member understands all requirements and timelines. They agree to the schedule, roles, new tasks and in creating all deliverables of the process with their midlevel managers, supervisors and ultimately with the entire workforce.

Bottom Line: The Sr. Team adopts a final timeline and specific strategy for rolling it out in the initial projects and those after. Each is aware of their obligations and is committed to the plan and their role in it.

3a: Sr. Team believes in people and has made a commitment to build high trust in teams and with all staff.

Sr. Team becomes cohesive and engages in:

· Trust-building (until high levels of trust are in place)

· Teambuilding

· Effective communication

· Mentoring

· Blueprint building for alignment

· Identifying performance targets and tracking them

· Effective meetings

· Tracking culture practices (e.g. training, mentoring)

Senior team introduce all components to workforce:

· Distributive involvement of the entire workforce in the culture change process

· Integration of purpose, core values and 8 values to build trust

· Supporting group facilitators as they rotate monthly in leader staff-led review sessions

· Support of leadership development within every person through monthly mentoring

Bottom Line: Senior team learns the concepts, terms, tools and processes and models them for others, oversees new practices and walks the talk, first with their peers, then with managers and supervisors, then with all employees.

3b. Sr. Team understands that one of the keys to building trust and personal responsibility is a values-based culture.

Senior team over-communicates blueprint and direction (purpose, values, visions, goals, procedures and roles) and further builds trust by

· Making values operational in the workplace

· Modeling new skills and practices themselves and talking about what’s next

· Setting up new hiring, firing, orientation protocols based on values of the culture and tracking adherence

Bottom Line: Senior team uses, lives by, decides by, designs by, hires by, fires by, orients by, the core values and the 8 values that build trust.