Purpose of the Culture Of Accountability Process

To accelerate the transition to a Culture of Accountability where people at every level of the organization think and act in the manner necessary to achieve Key Organizational Results.

Objectives of the Training

  • Apply The Results Pyramid to accelerate change in the organizational culture and create a Culture of Accountability.
  • Increase the leadership effectiveness of the management team in leading the Cultural Transition Process.
  • Assess the widely held existing beliefs and past experiences, which provide the basis for the current culture.
  • Develop both individual and organizational capability in implementing the key Culture Management Tools essential to accelerating change.
  • Implement Focused Feedback throughout the organization as a vehicle for personal improvement in living the new culture.
  • Identify and implement the Cultural Beliefs needed to create the desired changes in the current culture.
  • Align the organization around the Key Organizational Results.
  • Create greater individual and organizational accountability for results using the Steps To Accountability.
  • Video Title
    Randy Harl, CEO and President of Willbros Group, Inc., shares how powerful the Cultural Transition Process is and impact that culture can have on an organization.





The Culture Track workshops are used to create alignment throughout the organization around the Key Organizational Results that the culture needs to produce, as well as the shifts needed in the way people at every level need to think and act in the culture to achieve those results. Participants experience Partners In Leadership's proprietary and proven process for defining their desired management culture in the context of Cultural Beliefs and practice and apply the proven Culture Management Tools that bring the Cultural Beliefs to life and accelerate change.

Partners In Leadership brings vast experience in tailoring the training content and delivery of this one-day workshop to meet the specific needs of front-line workers, unionized workforces, challenging work environment schedules, the distinctive characteristics of an hourly workforce, retail stores locations, geographically dispersed employee bases, unique organizational structures, as well as most any other client workforce requirement.

















 

Culture Management Skills Leaders Must Own

Here are the culture management skills leaders must own. Each of these are addressed in The New York Times bestselling No. 1 leadership book Change The Culture, Change The Game.®

   
   
Defining and communicating R2 results Chapter 2
Engaging the assessment dialogue about shifts from A1/B1 to A2/B2 Chapter 3 & 4
Establishing Above The Line accountability as a foundation of the change effort Chapter 1
Developing the case for change Chapter 8
Developing and implementing the Cultural Beliefs statement Chapter 4 & 10
Providing new E2 experiences Chapter 5
Applying Focused Feedback Chapter 6
Applying Focused Storytelling Chapter 6
Applying Focused Recognition Chapter 6
Using the leadership alignment process to create and maintain alignment Chapter 8
Reinforcing the three culture change leadership skills Chapter 9
Culture change must be led. Line leaders cannot delegate the initiative to anyone else. While many organizational functions play important roles, the senior leadership team simply must maintain ownership of the process and lead the culture change at every level of the organization, ensuring that the change effort is prioritized correctly at the top of every management team agenda. To bring about the desired culture and results, leaders must take personal ownership of the implementation of each of the cultural transition best practices throughout the organization.

Many leaders will be doing some of these things for the first time in their careers. While skill building is always necessary for leaders to be most effective in the cultural transition, the speed at which culture change needs to occur does not usually allow for the luxury of building capability before leaders begin the process. Consequently, building skills to increase leadership proficiency in applying all of the best practices must occur in real time, simultaneously with the implementation of the cultural transition.

The coaching of leaders must commence in parallel with the change effort, and it must be implemented in the proper sequence so that they are developing, practicing, and applying the culture management leadership skills as they move forward with the Culture of Accountability Process. The Partners In Leadership Culture Track provides the training, planning, and coaching needed to help leaders perfect their ability to implement the C2 best practices and to accelerate the culture change.

Video Title (Under 60 secs.)
Participants talk about the Culture Track Training Workshop.
The Culture Track Training Workshop begins with the Developing Cultural Beliefs workshop for the senior management team and then extends to other management levels and the front-line workforce with the Present the Cultural Beliefs Workshop. These workshops engage people at every level or the organization in the process of creating and sustaining the needed culture change.


 

Workshop Participants Receive

Partners In Leadership Executive Facilitators conduct the Cultural Transition Process Workshops using an interactive and engaging methodology that helps participants experience the results-producing power of the models and methods introduced in The New York Times Culture Workshopbestselling book Change the Culture, Change the Game. Workshop participants receive:

  • A copy of The New York Times bestselling book, Change the Culture, Change the Game
  • The Cultural Transition Process Workbook
  • The Results Pyramid 8.5x11 Wall Chart
  • The Steps To Accountability 8.5x11 Wall Chart
  • Focused Recognition Cards
  • Focused Feedback Scorecard




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"We rarely use consultants at CPI and have chosen to work with only three during my tenure as COO; a regulatory law consultant, a sales force compensation consultant and Partners In Leadership. These consulting relationships are ongoing and continue because of our level of trust created by a significant history of results. Partners In Leadership services are not inexpensive and CPI budgets are tight, but given the extent to which they are helping us change our culture, we've chosen to cut other expenses to finance the inclusion of Partners In Leadership training."
David Schlotterbeck, President & CEO
Alaris Medical Systems



Workshop Description

Video Title
Marcus Nicolls, Senior Vice President and Business Unit President, introduces the Culture TrackTM Training Workshop (view Marcus' Bio). This workshop utilizes the Partners In Leadership's proprietary process for creating alignment around the culture you need to create.