CULTURE-DRIVEN PERFORMANCE REQUIRES SEEING THROUGH A DIFFERENT LENS
SEEING THROUGH A DIFFERENT LENS
For decades, companies have approached change initiatives or improvements in a similar fashion...
Start with solid corporate strategy.
Design implementation with corporate functions.
Create and train ambassadors.
Rollout to employees.
While this approach yields the desired effect of an "implemented" program, it rarely stands the test of time and is more often viewed as a flavor-of-the-month program from the employees' lens. Cultural Performance Consulting came together over the past decade from a group of very different thinkers and been implementing sustainable improvements in companies using a bottom-up approach.
To SEE THROUGH DIFFERENT LENS and create sustainable performance, our ENGAGEMENT APPROACH focuses on 4 key areas:
DIAGNOSE
DIFFERENTLY
Traditional assessments fall short because most often they capture what is known. Take your assessment further than perception data & extract
quantifiable data using the
INVERTED
DESIGN
Structured frontline facilitated sessions to design strategy to outcomes desired. This method of design is not what you might expect . . . it's not a "rubber stamp" exercise but a true frontline-designed strategy.
ITERATIVE
DEPLOYMENT
Facilitation and adaptability is the key, not training and compliance. We deliver outcome-based capability building versus training events, which yields faster and more sustainable results.
ADAPTIVE
PROGRAM
MANAGEMENT
Imagine not being led by well-defined KPIs and building an entire system for managing complex program implementations . . . yep, that's how we ensure our client outcomes.
SEEING THROUGH A DIFFERENT LENS
E N G A G E M E N T D A T A
93%
Success Rate with
WORKER-DESIGNED STRATEGY
Bottom-up engagements done properly begin with the frontline workers active in the strategy design, not validated by workers. Utilizing this inverted approach, we have helped clients achieve greater than 93% employee change adoption.
(compared to previous implementations)
30/30/30
Change Implementation
MEASURES OF SUCCESS
When leading cultural transformation engagements, we use the 30/30/30 model, which simply explained:
focus on the top 30% of change agents
let the top 30% influence the middle 30%
leave the bottom 30% to be swayed later
For those math majors, there is 10% not accounted for and we all know what should be done with that group (i.e., Jack Welch philosophy).
40%
Supervisor's Capability to
ENGAGE AFFECTIVELY
More than 40% of frontline supervisors do not feel equipped to engage their people, as most organizations promote based on tenure or expertise versus people leadership capabilities.
Our engagements focus on bringing together the frontline supervisors and workers through upskilling holistic decision-making (risk maturity), which shifts focus from "probleming" to solutioning.
$3.2M
Change Implementation
VALUE RELEASE AVERAGE
On average, our client engagements realize a value potential between $1.5M - 3.2M per site. Frontline workers see inefficiencies / bottlenecks / waste every day but most go unnoticed due to:
worker's inability to communicate effectively
worker's lack confidence manager will support idea
worker's feel no one is listening to them anymore
Interestingly, we find supervisors also feel similar to workers, which creates this vacuum of performance inhibitors . . . all of which is correctable, through inverted cultural engagements.
IN 2017, a North American construction products manufacturer embarked on a safety improvement journey, spearheaded by CPC's founder. Their journey was everything but linear; however, the outcomes achieved (and still achieving) were beyond expectations . . . one of note is their ZERO safety recordable incidents in over 3-years.
To learn more about their journey, click here.
CLIENT STORY: North American Construction Products Manufacturer
I N T R O D U C I N G:
THE 4-D ORGANIZATION
What is a 4-dimensional organization? It's an organization where . . .
Line Managers listen and SUPPORT workers development
Systems & processes EMPOWER people to take ownership & responsibility
People are actively ENGAGED in all areas of business operations and actively growing
People make DECISIONS holistically, considering internal & external variables (RISK-REASONING)
"When a flower doesn't bloom,
you fix the environment in which it grows,
not the flower."
Alexander den Heijer
ABOUT
Our Mission is to engage people in a way that reignites passion and drives growth.
Most organizations have grown in maturity by establishing work practices build on sound systems and processes yet fail to realize optimal performance, due to a lack of consistency in execution. The biggest inhibitor of this lies deep within the micro-cultures.
For over 10 years, we’ve been engaged with many of the top tier organizations helping them realize performance gains in their businesses through their culture. We accomplish client-specific outcomes through bottom-up design, engagement, and sustainment. Make no mistake, the journeys are not without challenge; however, the gains realized surpass even the client expectations.
While cultural engagements can be broad, our focused areas of expertise involve performance improvements through worker engagement, leading through influence, safety, learning & development, risk management, and organizational strategy.
Let us apply our framework, tools, and experiences to your organization.
C A S E S T U D Y
CONSTRUCTION PRODUCTS MANUFACTURER
We were approached by a global construction products manufacturer to help them advance their stalled safety performance.
During the scoping conversations, we quickly learned that this client had very strong systems and processes,
but not engaged the heart of the people. Our solution was something innovative and they were skeptically optimistic.
What started as a typical safety project turned into a game-changing step change.
PROCESS: DIAGNOSED DIFFERENTLY
When we started this engagement, we chose to measure the safety culture, which helped to benchmark performance externally and capture perceptions of the safety program, while also measuring something new . . . individual's risk-reasoning.
Measuring individual risk-reasoning helped see where the
people were in their ability to see, internalize & respond
(holistic decision-making), not just how they followed or
resisted adherence to safety rules. This insight shaped the implementation approach, as we were able to meet
people where they were in their safety/risk journey.
When we say "diagnose differently", we mean see differently, which means through different lenses.
