Could this current environment provide meaningful, long-term change to workplace culture and the way companies invest in their employees?

Alison Omens, Chief Strategy Officer of JUST Capital, believes the answer is yes. “The change was happening before the pandemic, with a real increase in what people are looking for in terms of their expectations of CEOs and companies.” Clearly, the pandemic has brought to the forefront this mindset and reality of the Great Resignation.

The Great Resignation is an Opportunity

As someone who works regularly with leaders and companies all over the world dealing with the Great Resignation, I have witnessed many challenges both personally and professionally. I am a firm believer that for every challenge we are faced with, an even greater opportunity presents itself to capitalize on this moment that will help companies succeed in the future and win. The determining factor is always how leaders decide to show up and respond.

As we approach the end of another calendar year, leaders and organizations face the unique challenge of the Great Resignation, but they also have a unique and pivotal opportunity to drive impact from now until the end of the year. In 2020 and 2021, there was an undeniable havoc on the workplace. For both employers and employees. Globally, the working hours and income lost in 2020 added up to the equivalent of 255 million full-time jobs. Workplace closures, layoffs and a steep rise in unemployment are enough to make anyone who’s managed to hold onto their job feel some measure of gratitude—or, at least, pressure to be grateful.

A Microsoft survey in 2021, of more than 30,000 global workers showed that 41% of workers were considering quitting or changing professions this year, and a study from Personio, the HR Software Company, workers in the UK and Ireland showed 38% of those surveyed planned to quit in the next six months to a year. In the US alone, April saw more than four million people quit their jobs, according to a summary from the Department of Labor—the biggest spike on record.

With as many as 95% of workers considering a job change, 9.3 million openings, and 4 million workers resigning in just one month, it’s a valid concern. The Great Resignation phenomenon has culture-shocked many organizations across all industries.

So why is this happening?

Poor Company Culture and Unsupportive Environments

Workers who, pre-pandemic, were already teetering on the edge of quitting companies with existing poor company culture saw themselves pushed to a breaking point. That’s because, as evidenced by a recent Stanford Study, many of these companies with bad environments doubled-down on decisions that didn’t support workers, such as layoffs or salary cuts (while, conversely, companies that had good culture tended to treat employees well). This drove out already disgruntled workers who survived the layoffs but could plainly see they were working in unsupportive environments.

Although workers have always cared about the environments in which they work, the pandemic added an entirely new dimension: an increased willingness to act, says Alison Omens, Chief Strategy Officer of JUST Capital, the research firm that collected much of the data for the study. “Our data over the years has always shown that the thing people care about most is how companies treat their employees,” according to Omens. “That’s measured by multiple metrics, including wages, benefits and security, opportunities for advancement, safety and commitment to equity. And the early days of the pandemic reminded us that people are not machines. If you’re worried about your kids, about your health, financial insecurity and covering your bills, and all the things that come with being human, you’re less likely to be productive. And we were all worried about those things.”

And now, according to the Prudential Pulse of the American Worker Survey, nearly 45% of workers say their decision to stay in their jobs hinges on how their employers handle workplace reentry. As an employer, it may be worrying to hear the statistics and new concerns of your employees, but it doesn’t have to be.

The following are a few actionable ideas that leaders can put into action from now until the end of the year to launch a strong impact for 2022 while mitigating the effects of the Great Resignation.

Consider Offering Flexibility

Consider creating and/or maintaining a Hybrid Workplace for your employees if you have an office environment, and if it is possible. The Hybrid Workplace became prevalent with Zoom in 2020. And it is still popular for many businesses. According to the latest quarterly Randstad US Work Monitor survey, 82% of U.S. workers polled say the ability to work from anywhere at any time allows them to maintain a healthy work-life balance, but more than half (62%) still prefer to work in the office—and this number is even higher among young workers.

Sixty-five percent of those aged 18–24 said they prefer working in a traditional office environment, challenging the widespread perception that millennial and Gen Z workers tend to prefer digital interactions over personal ones.

A smart hybrid model is about so much more than simply offering employees a level of flexibility in work location. After all, a hybrid environment impacts everything from company culture to employees’ perceived opportunities for advancement.

Create a Workplace Wellness Solution

Mental health is at an all-time low for employees. There is rampant employee burnout. This creates an additional crisis for employers struggling to address the challenges of the pandemic. Employees reported a 48% increase for risk of depression between November and December, according to the Mental Health Index by Total Brain and the National Alliance of Healthcare Purchase Coalitions.

As an employer, work diligently to create a Wellness Platform with your team’s health in mind. From fitness and meditation sessions to cooking classes, art workshops and expert-led workshops, you can keep your team healthy, happy, and engaged. Everywhere you turn, you read about the mental health challenges employees all around the country are facing and trying to cope with. Twenty years ago, or even ten years ago for that matter, telling an organization and its leaders to address mental well-being would be laughable. It wasn’t even remotely a focus as a key ingredient to not only enhance the employee experience, but also drive organizational performance.

Today, the exact opposite is true. An organization that doesn’t address burnout and mental well-being will be an organization that watches a major percentage of its workforce walk out. I believe it’s the responsibility for every organization to build an environment for its people to excel at their job, but also thrive in life. When this is a focus of an organization, it will not only be able to keep top talent, but it will also positively shape their talent attraction efforts. Now a days, this isn’t a perk. It’s a requirement to compete and win in the future of work. Regardless of whether or not during the Great Resignation.

There are multiple ways an organization can address this mounting concern. One of the easiest and most powerful ways is for leaders to set the tone by publicly acknowledging the matter in an authentic and open way. Until this important step happens, all other initiatives and efforts are in risk of missing the mark in the fear of others speaking up. Once the leaders set the tone, you can then offer employee resource groups, provide workshops centered around health and mindfulness, or explore other avenues to address this growing concern head on.

Don’t Stop Communicating

It’s amazing to me how companies drastically increased their communication at the beginning of the pandemic but eventually, that died down. Keep communicating and don’t stop. Be open. Empathetic. Caring. Talking with your employees and describing what’s happening in your company’s near future is crucial. This has proven to be an extremely effective morale booster time and time again. Every employee has a deep desire to know where the company stands, where the company is going, and what to expect moving forward. Encouraging your employees to speak up and share their concerns with you will help foster an environment of understanding and empathy in your workplace and will inform your upcoming moves and decisions regarding workplace policy and culture.

As a Leader, Be Clear About Your 2022 Expectations

Your expectations of your employees work hand-in-hand with your communication. Communicate to them what you expect! Many employers forget this. When employees are asked, “What does your manager expect of you in 2022?” what do you think they will say? As a leader, your people deserve to know what’s expected of them and what they can do to grow within their specific role to help the company progress. You can’t just wait a week before the end of the year during their year-end review and briefly touch on 2022 expectations. Be clear and open. Talk about your expectations now!

Celebrate Accomplishments: It’s the Little Things

With a month and a half left in the year, this is a great time to build excitement and celebrate the employees’ accomplishments, along with your accomplishments as an organization. It’s extremely powerful when the leaders of an organization prioritize the acknowledgement and success, both little and small, and consistently communicate those wins. Whether you hand out awards, spend thirty minutes highlighting important successes during a company-wide meeting, host a celebration for a team’s performance, or throw a big holiday party, make it a priority to celebrate accomplishments. This may seem like a small gesture, but after the challenging two years that we all have experienced, sometimes it’s the little things that make the biggest difference. You can help set the tone for 2022 by celebrating accomplishments during challenging times along with the good, and it will help ignite enthusiasm for the future.

Be A Visionary: Think Big

A visionary is someone who never lets their current circumstances get the best of them while they relentlessly envision a bigger future for themselves, their employees, and for their communities. During extreme adversity, such as the Great Resignation, visionary leaders step up in a significant way.

There are passionate men and women who outshine others simply because of their desire to constantly expand their vision as to what is possible. Brilliant thinkers and dreamers across the gamut of human knowledge, from anthropology to neuroscience, from the writer to the painter, from consumerism to brand advertising, from farmer to entrepreneur, from poetry to mathematics, from philosophy to engineering, from history to cognitive psychology—who have all been passionate visionaries who continually improve and change our world, no matter what the circumstances are.

Don’t let this current environment of ‘The Great Resignation’ get the better of you and your employees. We need visionaries now more than ever.

You can be one of them, too.

The post Overcoming the ‘Great Resignation’ appeared first on Matt Mayberry.

The word transformation is one of the most used words in business today. It can mean a number of different things to different people, depending on the context in which it is used. For the sake of gaining clarity about what I am referring to when I mention transformational leadership, let’s address this first.

In the most simplistic sense, transformational leaders are game changers. They not only change the direction and level of performance of entire organizations, but they deeply impact those that they lead on a personal level. They care about people more than others. They coach their people more than others. They prioritize the health and well-being of the individuals within the company equally as much as they care about the numbers. Because of this mentality and approach, their presence and leadership transform everything and everyone for the better. These are just a few of the characteristics of transformational leaders that set them apart.

Core Characteristic of a Transformational Leader

To dig a little deeper into the meaning of a transformational leader and what are key behaviors for transformational leaders, here are four qualities that make up the fabric of the core characteristic of a transformational leader.

1. Leadership is a Way of Life 

The first characteristic of a transformational leader is that they are leaders in everything they do and in all aspects of their lives. Leadership is not about being in control or having power over anyone else. Leadership is both a mindset and a way of life. The best leaders that I have ever been around didn’t wait for a specific title or for someone else to give them permission to start leading. When leadership is a way of life in how you operate day in and day out, you lead from right where you are, regardless of circumstance.

The life of someone else can be changed forever because of how you decide to show up and approach your work and your own life on that particular day. You have the power to turn someone else’s bad day around by simply showing you care and sharing words of encouragement. When leadership is a way of life, the impact and influence will rub off on everything you do.

2. Set a Bold and Compelling Vision of the Future 

The second characteristic of a transformational leader is their ability to set a bold and compelling vision of the future. Spend just twenty minutes studying and watching videos of some of the greatest leaders to ever live. You will immediately be able to witness their ability to cast a vision of the future that is so much bigger than the past. Not only are they able to set a compelling vision of the future, but they are able to do it in a way that others deeply believe in that vision.

If you have a desire to transform the culture, people, or processes within an organization, it’s imperative that you start with a vision of where you aspire to go. Write the vision down. Spend a few weeks crystallizing what that vision looks like. How is it going to connect to the overall purpose of the organization? Get in the habit of constantly picturing a bigger and brighter future for those that you lead and your organization.

3. Strong Focus on Coaching and Development 

The third characteristic of a transformational leader is that they see themselves primarily as a coach. A common mistake that I see on a daily basis is leaders convincing themselves that they don’t have the time to coach and develop talent. The leadership team shouldn’t leave talent development and coaching to HR and completely disregard them. The leaders that get the most out of their people and transform the lives of everyone around them fully understand that coaching and developing their people is mission-critical.

The days of just managing people are a thing of the past. Employees want to work for an organization and leaders that prioritize their career trajectory and skill development. It’s a requirement for leading into the future. What makes transformational leaders so rare and their impact so powerful is their obsessiveness to genuinely invest in the lives of others. It’s not about them. It’s about developing others and creating more leaders within the organization.

4. Deeply Connected to Their Purpose

The fourth characteristic of a transformational leader is that everything they do is purpose-driven. Transformational leaders don’t just recite the company’s mission statement, they live it in everything they do. They are on a passion-fueled mission themselves. They are deeply connected individually to their purpose. They know exactly why they lead and what their personal leadership vision is. Because of this clarity, their daily commitment to attack each day with enthusiasm and a sense of purpose becomes contagious and influences others.

Being deeply connected to your purpose as a leader not only maximizes overall leadership impact, but it also provides you with the energy to keep moving forward despite the challenges and roadblocks. Whether you lead a team of five or five hundred, start crafting your own personal leadership vision if you haven’t already done so. Why do you want to lead? What does leadership mean to you? What type of impact do you want to have on others, both personally and professionally? Purpose-driven leadership is one of the most essential characteristics of transformational leaders.

There are a plethora of qualities that make transformational leaders stand out, but these four are a baseline to get you moving in the right direction. Understanding what are key behaviors for transformational leaders can help you adopt leadership as a way of life, instill compelling visions of the future, obsess over coaching your people, and discover your purpose as a leader, your impact will be uncommon and transformational.

If it was an easy journey, every leader would be transformational. It takes extensive work, focus, and patience, but it is very much worth the effort. The characteristic of a transformational leader is within reach for all of us, but it starts with a shift in our perspective. Don’t just lead. Transform!

The post Key Characteristic of a Transformational Leader appeared first on Matt Mayberry.

I have had the great fortune of working side by side with some extraordinary business leaders over the years, and each of them possesses their own set of freakish abilities to not only run large organizations but also drive execution at scale. With that being said, the one characteristic that almost all athletic coaches do a phenomenal job of and that business leaders can learn from and implement is the power of being an inspirational leader.

This is not to say that all business leaders are not inspiring. That is the furthest from the truth. As a matter of fact, most business leaders have incredibly inspiring stories of how they got to where they are. However, I am not just referring to inspirational stories of senior executives who used to be lower-level employees and worked their way up to become CEOs. The ability to inspire is much deeper and more purposeful than that.

What Is an Inspirational Leader?

What is an inspirational leader? It’s not discussed or talked about nearly as much as it should be. When most business leaders hear they need to inspire, they tend to roll their eyes and reiterate that being a motivational speaker isn’t in their job description.

This is a massive flaw in perspective, in my opinion. The reason why being an inspirational leader is so important in business is because employees experience the exact same challenges that athletes face. There will be times throughout the year when they may be in the midst of a severe slump, lack the motivation to perform at an elite level, and become distracted by external or personal circumstances.

Becoming an Inspirational Leader

Becoming an inspirational leader isn’t about giving rah-rah speeches or completely changing your personality type. Here are a few ideas on how to become an inspirational leader.

Develop a Powerful Rally Cry

Motivational slogans don’t create change and move people to action all on their own, but they sure are a great starting point to bring a team or organization together and connect on a deeper level. Look at P.J. Fleck, the head football coach at the University of Minnesota. His famous slogan, “Row The Boat” is embedded in everything they do. Whether it’s their culture, fundraising efforts, or every interview he gives, that slogan is constantly being communicated in a million different ways, as is the meaning behind what it represents.

At my alma mater, Indiana University, head football coach Tom Allen is another great example. His LEO motto is front and center in everything that the team does. LEO stands for “Love Each Other.” Taking over a historically struggling football program in the Big Ten conference is no easy task, but coach Allen developed this motto, which served as a rally cry for the team. His deep belief was that, regardless of what outside experts say about the program, they could eventually become a Big Ten contender if they simply loved each other as teammates and integrated that into every facet of the program.

What does your organization stand for? As the leader, what is something that you are deeply passionate about, and how can that connect to a bigger purpose to help unite everyone within the organization? This may seem cheesy and very artificial at first, but when you are authentic and communicate the vision of your rally cry and the meaning of its importance, inspiration begins to gain traction.

Coach More Than You Manage

The future of effective leadership is centered around coaching your people more than managing them. The best leaders that I have ever encountered were football coaches. The reason why I can so easily classify them as some of the best leaders that I have ever experienced is because of their unique ability to coach and develop talent. They didn’t just lay out the team objectives and tell us to run faster, jump higher, and win more games. They took the proper amount of time to get to know each player, identify their strengths and weaknesses, and diligently ask more questions than provide solutions.

A common mistake that many leaders make, especially rookie leaders, is convincing themselves that they don’t have the time to coach their people. We are currently experiencing a war for top talent. Organizations and leaders that fail to adopt a coaching mentality will not only lack in fully developing their current talent but also in acquiring top talent. Even if they don’t articulate or express their desire to be coached, most people want to work for someone who can unleash their full potential and help them become the best version of themselves. You can’t do that by just managing your people. It requires consistent and frequent coaching. Coaching not only brings out the best in others, but it also inspires people to reach higher, dig deeper, and expand their vision of what they are capable of.

Lead with Healthy Optimism

An inspirational leader looks to the future with optimism and communicates a powerful vision that is much bigger than the current reality, regardless of how difficult or good times may be. Healthy optimism consists of addressing the current reality, facing the facts, and then crafting a strategy and communication cadence that clearly express a bigger future.

I am not referring to being delusional and ignoring the challenges and roadblocks that stand in the way. Highly effective leaders that exponentially drive organizational performance can lead with a healthy dose of optimism while facing the challenges of the present head-on.

Make the Decision to Become an Inspirational Leader Today

There is enough negativity in the world right now. What we need more of are positive leaders who not only lead and envision a bigger future for their people and organization but also back it up with their daily behaviors.

Being an inspirational leader is no longer a nice skill to have. It’s a requirement. Those who dedicate the time and energy to practicing becoming inspirational leaders will drastically enhance organizational and individual performance. Make the decision to become an inspirational leader today.

The post How to Become an Inspirational Leader appeared first on Matt Mayberry.

Unfortunately, this specific example isn’t out of the ordinary for most leaders right now. With the shift to work from home, living through a global pandemic, trying to maneuver around the complications of being a good parent with children at home while also attending to work related priorities simultaneously, the strain and stress of employees has skyrocketed. Not to mention, with most restrictions being lifted and workers starting to come back to the office, leaders face a new challenge.

One of the most overlooked and underrated leadership skills in my opinion is the ability to strengthen and drive trust throughout an organization.

There have been some inspirational examples of companies being able to capitalize on the pandemic and use it to strengthen trust throughout the organization, but for the most part, it’s a glaring weakness hindering the potential for many other organizations.

Trust in the workplace is no different than trust outside of the workplace. It has to be the foundational pillar of how a team, organization, or school is built just like it is for a marriage or friendship. A common theme that I have seen over the past year and a half is a pretty substantial trust gap between senior leadership teams and the rest of the organization, which is what prompted me to share the above example. This void between leaders and the rest of the organization is usually filled with inconsistency, confusion, and burnout. Most leaders have good intentions, but they tend to forget that good intentions don’t win the hearts and minds of employees. Only intentional actions can do that, repeated over and over, day in and day out.

To start the process of strengthening the trust of your team and organization, here are three ideas to focus on moving forward.

1. Practice Vulnerability 

Being vulnerable is not an easy task. I put it as number one for a reason. As Patrick Lencioni describes in his book, The Five Dysfunctions of a Team, the absence of trust is a silent killer and the first dysfunction of all team environments. Lencioni says, “Trust lies at the heart of a great team, and a leader must set the stage for that trust by being genuinely vulnerable with his or her team members.”

If you are not vulnerable as the leader, then you are sending a message to the rest of your team that vulnerability is not tolerated. Team members will start to think that being vulnerable is a weakness and that message quickly spreads across an organization. If team members can’t be vulnerable with one another, the absence of trust will continue to linger.

What does vulnerability look like in the workplace or in a team environment? When a team member feels comfortable enough to admit their weaknesses, openly share their struggles, and ask for help without the fear of being judged.

When I say practice vulnerability, I am not referring to faking your emotions or not be your authentic self. A lot of leaders will hear vulnerability and don’t know where to start. They assume that it’s deemed as a weakness and won’t help drive results or push people to perform at a high level. What’s amusing about this is that being vulnerable does the exact opposite. It is a leadership and human superpower that drastically helps to shrink the trust gap that I mentioned earlier.

How can you start to practice vulnerability today?

• Start to openly share your challenges and wrongdoings as a leader with the rest of the organization.
• Have a personal story or experience that relates to a key point you are trying to drive home? Share it.
• Perform team building exercises preferably once a month to improve connection among team members. Go first as the leader. Share personal stories such as where you grew up, what was the most memorable day of your life, and the biggest challenge you had to overcome in your life. These are simple but powerful practices. I often see tears and strong bonds formed immediately.

One leader I work with recently said to me, “I can’t believe the difference just being vulnerable has made. I regret waiting this long to be more vulnerable as a leader.”

2. Radical Transparency

It’s amazing to me how many leaders implement a new initiative, revise the performance management system, or develop a new five year strategic plan and then don’t communicate it frequently and clearly across all levels of the entire organization.

Don’t seek to just provide frequent and clear communication, but explain the reasoning behind every decision and what can be expected moving forward. A common mistake leaders make is to think that everyone knows what’s expected of them and how things will be different moving forward when change is initiated. The best leaders are almost fanatical about making sure their people don’t have to guess what’s coming next. They stay ahead of the curve constantly communicating from a place of radical transparency.

There will be plenty of decisions that leadership teams and organizations will have to make where majority of people don’t agree. I have experienced the power of radical transparency even when it comes to discussing sensitive subjects where a leader has to deliver news that no one wants to hear, but they respect and appreciate the straightforwardness displayed by the leader.

Radical transparency slowly builds trust over time.

3. Model the Desired Behavior

In order to strengthen and drive trust as a leader, you have to make sure that you are modeling the desired behavior. You most likely have a strong desire for your employees and staff to trust not only you as the leader, but also the direction of the organization. In order for that to fully take place, you have to display trust as the leader.

I will give you a perfect example of how communicating the importance of trust and working to build a culture of trust can backfire if you don’t model the desired behavior.

The senior leadership team of a large national healthcare company has been working hard for the past couple of months to reverse a poor score they received on a recent employee engagement survey. The poor score was centered all around the lack of trust between the senior leadership team and frontline managers. It was a consensus across the board. When the senior leadership team met to discuss how to address the glaring issue head on, they crafted a communication and development plan to fix the problem.

For months, they had focus groups with the frontline managers to gain a deeper understanding of the lack of trust and what they could do differently. On top of the focus groups and implementing some of the findings, they relentlessly communicated the importance of trust. They even approached the situation with vulnerability and admitted their mistakes. They also provided radical transparency on the action steps they would be taking moving forward and what the frontline managers can expect.

The one major problem with all of this is that there were key members of the senior leadership team who didn’t model the desired behavior of trust. They were talking a big game about trust but their actions didn’t follow. The senior leaders were asking the frontline managers to trust them but their daily actions clearly showed they didn’t trust the frontline managers. They were still micromanaging and overly monitoring their every move. Their actions were the exact opposite of what they have been saying. In order to create a culture of trust, you first have to give trust.

Trust is not earned as a leader. It’s given. Once it’s given, it’s often reciprocated if you consistently show up. This is much harder than it sounds, because often times you will be working hard to gain the trust of those that you lead with your actions, while at the same time placing your trust in others when they may not fully trust you yet. It is worth it though.

Don’t put off strengthening and driving trust as a leader. The decision will pay off big time.

The post How Leaders Can Strengthen and Drive Trust appeared first on Matt Mayberry.

A major food and beverage company was already experiencing great success and growth over the years, but senior leadership knew that there was still a lot of room for improvement if they wanted to get to the next level.

Although a lot of the key business objectives and organizational goals were being accomplished in the short term, there was underlying cultural concerns that paralyzed further growth and the development of its workforce. The silos within the organization between different departments were growing rapidly, employees had no clear-cut idea as to what the culture was or stood for, and there was no shared sense of purpose and focus.

With these cultural challenges escalating and a digital transformation on the horizon, senior leadership wanted to take action before productivity and performance became hindered and effected the organization’s ability to exceed expected growth.

A cultural change is no easy task and doesn’t happen overnight. One of the biggest challenges with changing an organizations culture and the current behaviors of its workforce is to have complete buy in from the senior leadership team. Many leaders talk about the importance of culture, but then let the hustle and bustle of everyday demands get in the way of gaining real traction to create long-term change and eventually go back to their old ways.

The senior leadership of this major food and beverage company was all in and partnered with Matt Mayberry Enterprises to lead and facilitate a yearlong cultural transformation.

OUR APPROACH

Matt Mayberry Enterprises collaborated with the senior leadership team to develop a cultural change game plan.

1. Define the culture. Multiple meetings with top leadership early in the process was strictly geared towards defining the culture and creating a purpose statement for the overriding theme of the new culture.
2. Cast the vision and unite. We took the senior leadership team through our in-depth values process to identify new values and behaviors. We also engaged managers and every department within the company to unite the entire organization through a very collaborative process.
3. Roll-out plan developed. Working diligently with the senior leadership team, a roll-out plan and communication strategy for the cultural change was created.
4. Integrated behavioral guideline plan. For most organizations, their values are aspirational at best and never create real change. After the roll-out plan was developed, we designed a behavioral guideline plan to initiate real change within the organization on how employees can incorporate the new values into their daily activities.

CULTURE ROLL-OUT

Through a series of workshops and focus groups, leadership training and development was a main priority. Everything starts with leadership, and for a successful cultural transformation to take place, courageous and exceptional leadership is required.

We guided senior leaders and department representatives through the development of new initiatives to embed the new culture and values into everything that the organization does on a day to day basis.

We helped the senior leadership team execute the communication strategy, strengthened accountability and feedback systems to improve performance, and held on-going training workshops for employees.

THE RESULTS

The impact and results from this cultural transformation for this major food and beverage company has been nothing short of extraordinary. They are experiencing a more collaborative workforce, less negativity in the workplace, key employees who are shifting from good performer to ultra-performer, and shattering expectations.

A few months after the roll-out of the new culture in the middle of a global health pandemic, they flawlessly executed a major digital transformation and revenue is currently up 60%. Taking the time to build a winning culture has paid off big time as this organization will not only weather the Coronavirus pandemic, they will come out of this crisis much stronger than before.

The communication and vulnerability showed from the senior leadership team has been incredible.

Employees across the board are taking extreme ownership and there is a strong compelling vision of the future.

Peter Drucker once said, “Culture eats strategy for breakfast” and this organization is a shining example of the truth in that statement. They have always been a top player in their industry with winning strategies, but the moment they spent most of their time developing their culture and the behavioral change needed in order to get to the next level, powerful organizational shifts started to take place.

This is just the beginning for this organization. Culture is the name of the game.

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