Purposeful Culture

It’s your secret sauce.

Creating a purposeful culture that is aligned to your strategy centers on making conscious decisions about the unique ways people should think about accomplishing the organization’s goals.  We have established ten different continuums to define and measure culture within an organization.  These include:

Purposeful Culture How To's

You can’t manage what you can’t measure.

Transforming an organization to consistently achieve superior performance requires sustained recognition and accountability.  Demonstrating early wins and illustrating tangible success to the key stakeholders on an ongoing basis, is critical to gaining momentum throughout your journey.  While industry research and complex statistical models are good information, they offer little to demonstrating the ROI that is actually occurring as a result of your efforts.  The most effective way to recognize the impact is a contextual and qualitative approach: 

  • Contextual

Do key people describe their work within the context of the organizational strategy and objectives? Do they inspire others in the organization to do the same?

  • Qualitative

Are you utilizing monthly tracking and reporting in these five key areas?

  • Rate of change – Which workgroups are making progress?
  • Key people metric – turnover, latency, time to hire, etc.
  • Key operational metric – billable hours, production, error rate, etc.
  • Key customer metrics – satisfaction, turnover, market share, etc.
  • Key financial metrics – revenue, profits, growth, market mix, etc.

Culture How To’s

Phase I

Work Effects has developed a process to guide your company leaders to what is arguably the strongest business differentiator: an organizational culture that is aligned with your business strategy.

At the conclusion of the planning session, your leadership team not only will have an appreciation for the importance of aligning culture with strategy, but also will have a blueprint for remodeling your organization into a differentiated business with a competitive advantage.In this half-day session, your strategic leadership team will be challenged to take the pulse of your organization’s health (the ability to function effectively), identify and prioritize the dimensions of purposeful culture that impact strategy most, clarify the business strategy in relation to culture, build action plans to align culture strategy, and determine milestones to measure success.

Phase II

Work Effects thinks there’s more to organizational culture than healthy or unhealthy, good or bad. Culture is completely unique, so what might be great for one organization, will not fit in another. A healthy culture, with trust in leadership and team capacity, is essential; but alone, it is not sufficient to reach strategic plans and individual goals.

It’s by incorporating a unified and aligned purpose that Work Effects allows organizations to create a unique culture that will benefit each goal and individual. The Health + Culture Organizational Assessment is not your typical engagement survey. The Health + Culture Organizational Assessment evaluates an organization’s alignment among the seven dimensions of organizational health and ten dimensions of purposeful culture. Completed by each member of the organization, the assessment allows executive leaders to see congruencies and gaps between departments, teams, and individuals.

It is by measuring and capturing data around the more purposeful side of your company’s culture that you can truly bridge the gap between having engaged employees and reaching key business imperatives.

Phase III

Our change model is designed to ensure that the cultural tenants identified as part of the Health + Culture results become embedded in the beliefs and behaviors of the organization. We equip managers to interpret survey results, facilitate root cause discussions, develop action plans and measurements, and implement those plans – all with governance & executive oversight.

This process calls for executives and team leaders to be very clear about their strategic goals. These objectives are then cascaded down to the frontline people in a way that conveys the impact and contribution they have in the organization.

Next, we assess the health of the organization and determine the capabilities to create alignment. We give people leaders or culture champions the opportunity to spearhead this transformation and ensure that every step is purposeful.

They must be equipped with the right tools; so we train the managers with various leadership capabilities, how to communicate and listen effectively, and skills for facilitating the right conversations. We strive to create a climate where individuals do not expect to be given all the answers, but know that their ideas and obstacles are always heard. Managers prepare by practicing a facilitation so they can uncover themes and best practices for how they’ll interact with their workgroups.

The whole part of Phase III takes another 6-8 weeks to accomplish. Outcomes include:
• Clear plan of action
• Individuals are motivated by knowing how they create value
• Understand beliefs and types of thinking they need to accomplish these goals
• We ensure sustainable change and reliable support, which is why we also have Phase IV

Phase IV

Phase IV is designed to give managers the motivation to focus on quality leadership and go the extra mile; and when done with Work Effects, it feels like only an extra stride.

Work Effects establishes culture champions in an organization, and then puts them into groups of 5-7 managers. We provide the groups with tools for facilitation and potential roadblocks. On a regular basis, the groups come together and are responsible for reviewing the action items and discussing best practices. This step typically lasts from 4-6 months to sustain change.

Next we demonstrate our impact in the organization and the progress of the culture champions and leaders, by creating a dashboard with the champions to identify what’s the key rate of change these workgroups are having. We then meet with senior management on a monthly basis and look for connections and changes. The people who are implementing their strategic goals and action plans will have greater productivity reflected in improved metrics.

All the while, we are holding people accountable for the types of changes that were designed and creating dialogues needed to ensure sustainable change and success. This approach to change management maximizes purposeful culture with strategic goals connected to the right culture for the organization.


Upcoming Events

Iowa SHRM State Conference - Michael Stewart Presenting
Strategy Culture Alignment Certification - Fall Session

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