The Revolution 360™ model measures the five BASIC™ virtues of trusted leaders, including aligned emotions and intellectual flexibility. The 4R model states that successful, trusted leaders know how to manage these four key areas of their positions: 1. Relationships 2. Roles 3. Responsibilities 4. Results View PDF
Using Culture Champions to Implement and Sustain Culture Change You have done the work to identify what changes to your strategy and culture your organization needs to meet your strategic goals; now you are faced with how to get there. My experience with strategy and culture alignment has shown that one of…
Options for Supporting Leaders Who Have Received Feedback An organization’s goal should be to provide the most helpful, personalized guidance possible, given the practical limits of time and budget. To ensure that leaders get value from feedback (and turn it into action), most organizations provide professional guidance when delivering feedback reports to leaders.…
Coaching Leaders by Asking Questions The best coaches lead by asking questions, engaging executives in the feedback, and driving to specific plans for improvement. Feedback results in development only if the leader a) understands the feedback, b) appreciates its importance, c) identifies specific actions that will lead to improvement, d) makes a commitment…
Small Steps to Build Trust Leave Big Footprints in the Workforce by Mastering These Small Steps What do Augustus Caesar, George Washington, Gandhi, and Jack Welch have in common? All of these great leaders mastered the small steps of building trust among their superiors, peers, and followers. Trust is what drove their greatness,…
Change in Leadership: SSOE The Company SSOE is a professional engineering, architectural, and construction management firm with projects in more than 40 countries. Starting in 1948, SSOE has grown into a top 10 firm with about 1,000 employees across 20+ locations in 6 countries. It has earned a reputation for high quality delivery…
One of the greatest impediments to successfully executing a strategic plan is the organization’s culture. If the two are not aligned, success is elusive at best. However, successful organizations have “cracked the code” and have become purposeful in aligning their unique culture to their strategy. They have taken culture out of the shadows, crystallized their…
Don’t Build Your Company Culture – Manage It! If you have an interest in Organizational Development and related topics, you’ve probably noticed an uptick in articles on “How to build a great company culture in # simple steps!”. The promise is that by following those steps, you’ll make your organization’s culture…
What is culture? When you think of organizational culture, what comes to mind? Most people respond to this question by stating that culture is “the vibe around the office” or “how people treat each other”. Some talk about pizza parties and vacation policy, and still others try to be specific by…
Deploy Action Plans Managers to Leaders Although the words may sometimes be used interchangeably, a manager is not always a leader. Work Effects focuses on making this shift to ensure sustainable change. Some managers have a natural investment in quality leadership, others couldn’t be paid to attend a leadership seminar, and the majority…
Lasting Change Comes First In most corporate-wide change initiatives, people form functional committees to change the policies and procedures, which often fail. Sustainability is missing from these action plans, so changes can just be made to the new policy again next week. Work Effects takes a holistic approach that ensures everyone is on the same…
DISCOVER ORGANIZATIONAL CULTURE Creating a Unified Voice Senior leaders, try as they may, do not have eyes and ears in every department or team. This means what a leader may identify as a priority for transformation, or as an effective leader, team members may not agree. This leads to strategies and processes that may…
DEFINE STRATEGY CULTURE ALIGNMENT Culture Drives Performance Senior leaders often focus on strategy and the processes to get to those strategies. However, the plans tend to look better on paper than in practice, once you run into the molasses of culture stopping momentum in its tracks. At Work Effects, we often hear leaders say…
Putting Real Value into Strategic Planning: Moving Beyond Never-Never Land Strategic planning is not just for the executive suite. By providing a basic foundation for strategic planning that inspires organizational commitment and results, we demonstrate how to implement strategy formulation and adapt it to the specific needs of any organization. We strive to get strategic…
Coaching Leaders by Asking Powerful Questions Feedback results in development only if the leader Understands the feedback Appreciates its importance Identifies specific actions that will lead to improvement Makes a commitment to these actions and Follows through on these plans Coaches can be instrumental in this process. The best coaches lead executives while allowing the…
Why Leaders Need 360 Feedback 360 degree assessment, a formal, structured process for soliciting feedback from coworkers, has grown in popularity throughout the U.S. and abroad. The process provides valuable insight that individuals typically cannot gain from informal conversation with coworkers. Compared to information feedback, 360 feedback offers the following advantages: More Openness…
Goals are the mountains that you say you are going to climb. They are not small tasks, nor do they encompass all work that you will do. Setting Useful Goals In this time of spectacular organizational collapses, caused by leadership failures in organizations such as MCI, Enron, and HealthSouth, organizations need their leaders…
4R Model of Transformational Leadership Transactional Leadership vs. Transformational Leadership The 4R model was developed by Dr. Mark W. McCloskey to depict “the interplay of critical variables in the process of transformational leadership.” The graphic below shows some of the key characteristics of Transactional and Transformational Leadership. While both styles of leadership are useful…
The Golden Ticket Think of your last vacation. Before the pool side margaritas, you bought a ticket. And there weren’t only the 18 holes that came along with it. There were specific rates, options for foreign countries, different fees for different airports, you could change or cancel a ticket; all with just a few…
The Company Everyone knows a Kane County. On the edge of Chicago, Kane marries the rural and city worlds. The county contains the cities of Aurora, Batavia, Elgin, Geneva and surrounding communities. The health department of Kane has a vast array of responsibilities ranging from the oversight of schools for nutrition implementation, to working…
The Company Kaleida Health may not be the first thing that comes to mind when thinking of New York.However, with its five hospitals, 96 clinics, and one million annual patients, we thought there was something in the Big Apple for us to sink our teeth into. Kaleida is the largest health care provider in western…
Creating Resolutions Ellen took The Conflict Lens™ as part of a leadership training course that her company was sponsoring. For the first conflict, she chose to analyze a conflict with a peer, which was ongoing. Despite her best intentions, she had been unable to bring the conflict to a constructive resolution. The second conflict was…
The Company Heard of sequestration lately? Think it’s highly political in Congress? Well, these headlines mean a lot more for Lockheed Martin than a water cooler topic of discussion. As the military shifts to a more mobile format, companies that support and supply the military have to shift as well. Lockheed Martin is the…
The Situation According to the Association for Corporate Growth (ACG), eighty five percent of mergers and acquisitions fail. Why is this? Strategies and financial data of merging companies are thoroughly researched, but culture is rarely brought to the table. As a result, these perfectly planned strategies become stagnated by competing cultures. In 2014, the Arizona…
In many organizations, making the decision to implement a 360 program is easy. Once the decision has been made, however, it doesn’t take long for organizations to become overwhelmed by the myriad of options facing them. The purpose of this document is to cover key information for planning the implementation of a 360 program. …
Creating Constructive Conflict Resolution Based on research of over 6,000 actual workplace conflicts, Conflict Lens discovered that behavior centered on conflict can be measured and described through ten dimensions. To effectively manage conflict situations, people must become aware of their reactions to conflict and learn methods for achieving constructive outcomes. The assessment of…
Trust is at the heart of employee engagement, productivity, creativity and sustainable business as a whole. When employees feel they can trust their organization and their leaders, it’s easier for them to also feel aligned to the company’s mission, its products and their work. Building and maintaining trust starts with leaders. Leaders who aren’t…
The Company Amgen isn’t a big player in the common cold, sore throat remedies or allergy prescription realm of medicine. They develop a pipeline of medicines, striving to create breakthroughs. A biotechnology pioneer since 1980, Amgen focuses on developing and manufacturing medications for rheumatoid arthritis, kidney disease, cancer and other serious medical conditions. This calls…
Change isn’t easy for any organization or industry, especially during times of recovery. Yet, the international banking community’s new rules surrounding incentive-based compensation, called for banks to adapt quickly. As a result, large financial institutions faced extra hurdles and time crunches, and Material Risk Takers (MRTs) were greatly impacted. These inidividuals who have the…
Follow-up Effectiveness Study After both parts of this study were completed, the results showed that a huge majority of leaders (95%) were now perceived as responding to their direct reports and/or doing at least a “little follow-up.” More than half of the leaders (55%) did “consistent” follow-up and approximately a third (31%) did frequent…
FIVE BASIC RELATIONSHIPS AND THE BOTTOM LINE If you lead a large business organization, it’s likely that the general public doesn’t trust you. The National Leadership Index 2009 found that Americans have below-average confidence in leaders and while those levels are increasing they still remain lower than in years prior to 2008. 69% of all Americans believe we have a leadership crisis…
Work Effects Developing Trust, Delivering Results Work Effects Crafts 3 Small Steps for Building Trust and Leaving Big Footprints in the Workforce What do Augustus Caesar, George Washington, Gandhi and Jack Welch have in common? All of these great leaders mastered the small steps of building trust among their superiors, peers and followers. Trust is what drove…
Change Management Our world is changing every day and it is up to each organization to evolve and grow if it is to remain competitive and survive. Most organizations have very good intentions when it comes to change; they strategize, conduct assessments and identify focal points. However, these same organizations often times end up with…
Think Globally. Lead Locally. The Citi That Never Sleeps Citigroup is accustomed to making headlines. From forming through one of the world’s largest mergers in history, to the Sandy Weill era, to peaking just before the 2008 financial crisis, life at Citi is always interesting. The leading global bank has around 200 million customer…
