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LeadFirst: High Performance By Design

LeadFirst is a leading human capital consulting firm dedicated to driving business results through people. Our primary focus is developing dynamic, high performance organizational cultures as well as the leaders and teams so central to their success. We are changing the culture shaping landscape. Our clients find our culture approach has both depth and a rigor of measurement not found in other approaches. 

Our work takes many forms ranging from strategic, enterprise level culture change to coaching a single C-level leader or team. It may involve helping firms identify and remove barriers to high performance that include the full range of structures, policies, and systems that govern, influence and reinforce employees’ behavior. Regardless of the scope and scale of the assignment, we believe it is our superior ability to create measurable value from our clients' intangible assets that distinguishes our work.
Here’s what we believe makes us different.

We have a 30+ year track record of achieving business results. We don’t confuse means with ends. We believe the results we have co-created with our clients distinguish us from most other firms and include:
  • Per-employee increase of 11.6% in sales; valued at $61,288 per employee
  • Per employee increase of 9.1% in earnings (EBITDA); valued at $5,815 per employee
  • Average per employee increase of 8.3% in market value (or proxy); valued at $43,814 per employee
  • Decrease of 27% in employee attrition; valued at $104 million
  • Team-level safety compliance improvement of 27%
  • Improvement ROIs in the range of 304% to 3,180%
  • Decision Effectiveness improvement of 18%
  • Average organizational culture improvement of 33% (baseline vs. 2-year re-measure)

LeadFirst is proud to serve the following companies…

Thought Leadership

By Dan Lynn 15 Apr, 2016

According to Deloitte's 2015 Global Human Capital Trends survey, organizational culture issues are now the no. 1 challenge companies face around the world. Culture formation and development is difficult to manage effectively because it doesn't lend itself to "templated" approaches. The survey found that more than half of respondents say their organizations have either a poor program or no program to measure and improve culture and engagement. In working with hundreds of companies to create high performance cultures, we've found these mistakes to be the most common in their efforts to create a high performance culture.

Mistake #1 - Being too "philosophical"

Many times executives aren't clear what they mean by "culture" or, more importantly, what culture they are trying to create and they get stuck in philosophical debates without any forward movement.  Research has revealed conclusively the cultural characteristics that correlate with organizational success , including financial results, and these behavioral characteristics can be rigorously measured. Research also shows that a company's stated values only impact performance when they are expressed through specific behaviors. It is important to be philosophically aligned, but in the end the question is "what  behaviors define the culture we need to execute our strategy?"

Mistake #2 - Launching culture change initiatives without data

Nearly everything affects culture, so there are a huge number of potentially useful actions organizations can take to shape and improve it. But not everything equally moves the needle.  Without real data, organizations are spending time and resources with no guarantee of any real return.  Culture is an intangible asset of enormous value. Executives would never settle for such lack of rigor in measuring and managing their other critical assets.

Mistake #3 - Spreading themselves too thin

A lack of real measures means many initiatives seem like good ideas. So instead of picking the top 3 or 4 things that will move the culture toward the strategically defined culture of the future, organizations do "a little of a lot of things" thus diluting their results and squandering the opportunity to make significant, fast and measurable progress.

LeadFirst regularly helps organizations address these and other culture development issues. Whether your organization is new to strategic culture management or has been measuring culture for years, let us help you track and/or improve the ROI of your culture development efforts.

By Dan Lynn 15 Apr, 2016

Increasing numbers of organizations are embarking on serious culture change/culture shaping initiatives.  LeadFirst  has been on the forefront of this issue for 30 years. We’ve worked with scores of organizations, from FORTUNE 100 behemoths to fast growth startups to forward thinking non-profits. We’ve witnessed, and contributed to, the evolution of such efforts. Below is a distillation of what we have learned are the Critical Success Factors in successful culture shaping; a report from the front lines of culture change. In 30 years of intensive culture shaping work, we have uncovered seven Critical Success Factors:

1.   Define your Future Culture in terms of your organization’s strategy and outcomes. Culture is more than an effort to "continuously improve the workplace" as some try to characterize it. It is also more than an attempt to "live our values", though this is essential. The question is, "What culture is required for successful execution of our strategy?" The are many legitimate reasons to care about culture; a compelling culture is appealing for everyone and contributes to well-being, employee engagement and the ability to attract top talent, for example. But these may not, in themselves, be reasons enough to take it on. In the end, we ask our clients to care about culture only because it drives strategy execution and business outcomes. Executives must be involved in defining the Future State culture in terms of what will support the execution of their business strategy.

2. Define culture in terms of the  behaviors  you want to encourage.Organizational culture is complex. It’s such a big topic that seemingly everything affects, and is affected by, it. Related to the factor above, it is critical that culture be defined in terms of behaviors. There is more than one way to define culture, but to make the most progress the fastest, take a behavioral view. The question that everyone in your organization shares, whether consciously or not, is, "What behaviors does it take to survive, thrive and fit in around here?" Culture can be seen as the symphony (or cacophony) of voices "spoken" through senior leaders’ behavior as well as through the myriad policies, processes, structures and systems (e.g. the performance management system or typical processes for making decisions) that employees hear every day. They all serve to define and reinforce the behaviors required for success. Are they the behaviors you need for successful execution of culture? How do you know?

3. Make a clear and compelling business case.  The jury is in with regard to culture’s role in driving outcomes . Culture is not just an enabler. It is, in fact, essential to the successful execution of strategy. There is also growing clarity about which cultural characteristics are most associated with these outcomes. We have found that many (but not all) executives theoretically agree with these statements. But even those who agree may lose their conviction without compelling evidence. And the depth of their conviction will largely determine an organization’s success. This evidence exists. This case can be made more convincingly now than at any time in the past.

4.  Directly and vigorously engage the Executive Team.  Success in culture change requires the informed commitment of the executive team. This may seem obvious as this is true of most important initiatives. But we have seen, far too often, forward thinking human resources executives try to tackle substantive culture change with only tacit "approval" for doing so. Culture shaping requires changing leadership behavior, often profoundly, at the top of the organization. If executives think this is a "program" or "an HR thing" your impact will be minimal. Also, executives have to demonstrate they are unwavering in their commitment to changing the culture. They have to be clear and consistent in their messaging about both  why  the culture must change as well as to  what  it is changing.

5. Bring data. Armed with strong executive commitment, the question becomes what, specifically to change. If everything affects culture, what will make the biggest impact the fastest? This is where culture measurement should contribute. And not all culture measures are designed to deliver on this. Most reputable culture measurement systems can help you understand what type of culture you have and can also help you define the culture you need. But most cannot tell you, with any depth or reliability, what to  do  about it. Select a culture measurement system designed to do so, one that can help you make the business case, as well as point the way to the changes that must be made.

6. Think big and act fast. Your task is not only to promote or instill the preferred Future culture, it is also to defeat the existing one. You will meet with all kinds of resistance, even from well-meaning employees and leaders who understand the limitations of the existing culture. Their reactions will range from strong support, through tacit resistance to outright sabotage. Small, incremental measures are the easiest to resist. For example, if your culture is too bureaucratic, as so many are, the bureaucracy will find a way to survive small efforts to change it. The culture plan (yes, you need a Plan) should be built upon the data (see above) that reveals the most significant barriers to realizing the Preferred Future culture. It is far easier to take aggressive action when your action is focused on the highest priority issues . If the data reveal that you must move decision making downward, then you need an aggressive plan for doing so.

7. Involve everyone. There will be a temptation to hold the culture data (which is often unsettling) close to the vest and to treat the culture change as primarily a top/down initiative. To be sure, culture change cannot be an entirely democratic process. Some decisions will be difficult and must be driven deep into the organization whether people "like" it or not. But it is a mistake to use only older, autocratic methods(which represent the "old" culture) when trying to bring about a more contemporary and sustainable one. In short, it is critical that people at all levels are asked for their feedback and guidance throughout the process.

If you’re looking for a best-in-class way to address culture that includes the 7 Critical Success Factors and results in a measurable ROI that can be proven to your Board, CFO and/or Executive Team, we invite you to demo LeadFirst's Diialog Culture Management System. The system combines years of organizational culture consulting expertise and culture migration plan development processes with a safe, secure and highly engaging executive dashboard platform upon which to define your organization's preferred culture, as well as your present culture, sub-cultures and counter-cultures

If there is a gap between the culture you have and the one you need to execute your business strategy, Diialog will isolate and rank order the issues that stand in your way. If you need help developing initiatives that will address culture-restraining issues, switch on the Ideation™ function to fully. Diialog includes periodic accountability measurements, both broad and targeted, to track the progress of your unique initiatives, and create accountability for your culture improvement at all levels of the organization

Take the first step and get a baseline measure of your culture today. Then, unleash the power of the continuous Diialog Culture Measurement & Management System to objectively manage the culture change process, track your success and keep your executive team focused on the progress. The process is easy to pilot. Click here to schedule a call today!

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