1、The Leadership Gold Standard:A Blueprint to Culture Transformation from the Top DownIntroduction3Develop accountable people6Foster a culture of helpfulness11Nurture employee engagement14Transform conflict20Build relationships25Recruit and retain top talent29Take corrective action33Measuring success:

2、The metrics that matter37Conclusion41ContentsHeres what well be covering in this guide.We recommend reading through these in order for the best results.Leadership is paramount to any transformational change within an organization,especially when it comes to company culture.Culture transformation hap

3、pens from the top downmaking your leaders the key to unlocking the benefits of a positive company culture.52%of respondents in a recent Arbinger survey said that leadership development has the greatest impact on improving an organizations culture.IntroductionLEADERSHIP BLUEPRINT|3To transform your c

4、ulture,an investment in leadership development is critical to yielding far-reaching benefitsand theres countless studies to back that up.52%of respondents in a recent Arbinger survey said that leadership development has the greatest impact on improving an organizations culture.80%of executives say t

5、hat strengthening organizational leadership is a high priority.And its been proven that employees who go through leadership training show a 20%increase in performance.Not only that,but to retain your best employees you must invest in leadership.Without quality leadership,employees become disengaged

6、at work,leading to major performance and retention issues.This alone will cost your organization.Hiring a new employee to replace an old one is anywhere from an additional 90%to 200%of the roles annual salary.With this data on the table,investing in leadership development seems obvious,yet its easie

7、r said than done.And if youre reading this,were sure youd agree:when it comes to leadership development,the question is less about why than how.In the last few years,the world of work has seen more rapid changes than ever before.In trying times,the need for strong leadership to steer the ship is cri

8、tical,and its not the kind of initiative you can put on the back burner until next quarter.Through our experience with thousands of companies,weve witnessed firsthand the remarkable trickle-down effect that happens when organizations prioritize the growth and development of their leadership teams.If

9、 youre looking to make any sort of culture change,its most impactful when it happens from the top down.Think of it like this:you can bring about change from the individual or team-level,but its more effective when your leadership team is bought in,setting the example,and leading the charge.If youre

10、now wondering,where do I start?What does a good leadership program look like?What does it include?How do I define success?Youre in the right place.Think of it like this:you can bring about change from the individual or team-level,but its more effective when your leadership team is bought in,setting

11、the example,and leading the charge.LEADERSHIP BLUEPRINT|4In this guide,well address these questions by providing a blueprint for culture transformation starting at the leadership level.Youll find that gold standard leadership and culture transformation go hand in handand both are characterized by ho

12、w a leader not only sets an example for their team,but inspires the best out of their team.In seven steps(see figure 1),well explore the core areas of leadership that should be the focus of a successful leadership development program.By zeroing in on these foundational areas,youll be able to create

13、transformative change within your organization starting at the top.We advise looking at these steps as a hierarchy,with each step setting a foundation for the next.In the following sections,well dig into what each of these steps looks like in action.At the end of this guide,well provide a set of met

14、rics to gauge the success of your leadership program and provide a measurement system to help you hold yourself accountable to the process.By successfully transforming your leadership team,you will ultimately catalyze a shift in your organizational culture.Ready to begin?Transformation starts here!F

15、IGURE 1:Seven Core Areas of Leadership DevelopmentTransformconflictBuildrelationshipsRecruit&retain talentDevelopaccountablepeopleNurtureemployeeengagementFoster aculture ofhelpfulnessTakecorrectiveactionLEADERSHIP BLUEPRINT|5Developaccountable peopleResearch suggests that when we feel a sense of ow

16、nership over our work,it not only influences our feelings toward our organization;it actually makes us more helpful and generous toward others as well.This stems from thinking more broadly about our impact on those around usrather than just our own output.51%of respondents in a Gallup survey of U.S.

17、workers found that less than one-third were engaged in their jobs.LEADERSHIP BLUEPRINT|6Developing accountable employees is about creating a culture of ownership and responsibility.When your team members feel that they have a personal stake in their work,theyre more likely to innovate,look for creat

18、ive solutions to problems,and go above and beyond because they genuinely care about their work.When it comes down to it,the root cause of most workplace challenges is that people naturally focus on themselvesprioritizing their own needs and challenges without thinking about other team members goals,

19、objectives,or obstacles.There are a countless number of examples of this.None of the examples on the right are inherently“bad”but great organizational cultures arent made up of employees who“arent bad.”Theyre made up of people who take accountability,focus on results rather than blame,productively n

20、avigate tension,and most importantly,recognize how their actions affect their peers.Examples of common self-focused behaviorsEmailing a colleague with a last minute request,expecting theyll drop everything to accommodate itLooking the other way when a problem arises,hoping someone else will handle t

21、he issueFinding allies to take“your side”in a conflict with another coworker,justifying your own stance in a disagreementGreat organizational cultures are made up of people who take accountability,focus on results rather than blame,productively navigate tension,and most importantly,recognize how the

22、ir actions affect their peers.LEADERSHIP BLUEPRINT|7As a leader,there are a few things you can do to foster a sense of accountability in your employees.This will serve as the foundation for the rest of the transformation process.12Set clear expectations and goals Having a clear set of goals in place

23、(and making sure everyone knows about them)forms the foundation for a high-performing team.Once everyone understands what theyre responsible for,it leaves less room for playing“hot potato”with tasks at hand.When each member of your team knows what youas a collectiveare striving for,it helps everyone

24、 focus on their specific pieces that puzzle and motivates them to be more productive when they know exactly how theyre impacting the final outcome.Turn mistakes into learning experiencesReframing failure as a learning experience helps foster a growth mindset within your organization.This mindset pro

25、motes resilience,adaptability,and a willingness to embrace challenges,all of which are essential for innovation and progress.Youll notice that the next generation of employees isnt afraid to fail.An EY study revealed that 80%of Gen Z-ers said that embracing failure at work can help them be more inno

26、vative.As a leader,it also helps to get curious about how mistakes happen in the first place.Oftentimes,asking questions about how an error occurred reveals gaps in training or processesthat you can help resolve.Fostering accountable employeesLEADERSHIP BLUEPRINT|8Have performance check-ins oftenHav

27、ing frequent performance check-ins is a crucial practice for maintaining a productive,engaged,and aligned workforce.Employee engagement is actually strongly correlated to review cycle frequency,so the more often youre able to have performance conversations,the better.Encourage employees to schedule

28、time with their managers regularly(monthly is a great cadence!)to gauge their performance.We recommend using a template like Arbingers 3A+Development Framework that allows both managers and employees to evaluate effort and impact,rather than just outcomes.Ensure everyone understands their impactOpen

29、ly communicating the impact of individual contributions builds transparency and trust within your organization.Right now,only 21%of U.S.employees trust their leadership,and opening up conversations about effort and impact at an organizational level helps to rebuild the trust that so many organizatio

30、ns are currently struggling with.34Fostering accountable employeesLEADERSHIP BLUEPRINT|9Impact Check-In toolTRY THIS:Use this tool to guide you as you check in with those you affectyour customers,your team members,and your peers.Its a good idea to establish regular,quick check-ins with these people

31、at an agreed-upon cadence.Leadership should try this first and serve as an example for the rest of the organization.How to use it Identify a person you impact.Write the date of the check-in meeting.(Remember,these should happen regularly!)Identify ways you havent been helpful.Think about how you may

32、 have made this persons job harder or failed to make it easier when you could have.123Consider possible adjustments.Identify ways you might improve your helpfulness to this person.Meet with this person and share the thoughts you identified in columns 2 and 3.Get the persons feedback about what you h

33、ave shared with them.Agree on a plan of action.Download fillableform template456DownloadLEADERSHIP BLUEPRINT|10Collaboration requires a level of self-awareness that is only possible when employees feel empowered and accountable for their work.As a leader,its your job to foster a culture of helpfulne

34、ss by encouraging employees to create more meaningful connections with those around them,and empowering them to work together in more productive and creative ways.Foster a culture of helpfulnessLEADERSHIP BLUEPRINT|11A culture of helpfulness involves more than just superficial cooperationits about n

35、urturing an environment where employees genuinely care about each others success and well-being.These connections are built on trust and understanding,promoting open communication and reducing misunderstandings.Well talk more about establishing relationships in a few sections,but by ingraining emplo

36、yees with a willingness to be helpful,youre setting the groundwork for much more fruitful working relationships.Teammates will be much more likely to reach out for assistance,share ideas,and work together effectively.This collaborative spirit not only leads to more creative solutions to problems,but

37、 also breaks down silos,allowing diverse skills,and perspectives to come together.A culture of helpfulness begins with:Clearly defined roles When employees know exactly what theyre responsible forand where their purview starts and endstheyre better equipped and more likely to offer support regarding

38、 an area that they own.Lead by example Managers who put themselves in service of their teamsin other words,practice servant leadershipboost employee morale and yield higher profits for their organizations.When managing a workforce of accountable employees,you wont have to micromanage team members to

39、 complete tasks.Your employees can be trusted to get their work done and can come to you as a helpful resource for clearing roadblocks or navigating big decisions.Offer employee mentorship Mentorship often leads to the development of long-term professional relationships,which helps nurture a sense o

40、f community at work.Mentors can help coach junior employees on navigating team dynamics and promoting empathy.Plus,mentees gain confidence through mentorship,enabling them to offer assistance to others in their journey.As employees become more self-assured,theyre more likely to step forward and prov

41、ide guidance,advice,or assistance to colleagues who need help.A culture of helpfulness involves more than just superficial cooperationits about nurturing an environment where employees genuinely care about each others success and well-being.LEADERSHIP BLUEPRINT|12LEADERSHIP BLUEPRINT|13Meet to Give

42、toolHow to use it List three individuals or groups affected by your work.(You can also adapt this approach to larger audiences like communities,classrooms,or jurisdictions.)For each person or group,take the time to grasp their primary objectives.Gain insights into their goals within their roles.Refl

43、ect on instances where your actions might have posed challenges or setbacks for them.Be honest about any hindrances or oversights.123Develop one to three practical steps that you can take to assist these individuals or groups.This could involve refining your approach,sharing resources more effective

44、ly,offering guidance,or other supportive actions.Organize meetings with the identified individuals or groups to share the observations youve made in steps 2 to 4.Engage in open discussions,gather input,and collaboratively create a clear action plan aligned with their goals and your supportive effort

45、s.The Meet to Give tool encourages cooperative thinking and mutual support within teams.Its a proactive way of identifying others goals and understanding exactly how you can help them.It can be used for regular check-ins between teams,new working relationships,or providing targeted aid in a particul

46、ar area or situation.Download fillableform templateTRY THIS:45DownloadYour people are your organizations most important asset.Without engaged employees who hold themselves accountable and express helpfulness towards others,youre probably going to find completing even the most simple of tasks a chall

47、enge.For this reason,nurturing employee engagement is critical to your organizations culture and cohesion.NurtureemployeeengagementLEADERSHIP BLUEPRINT|14FIGURE 2:Engagement ComparisonWhile engagement can sometimes be a difficult metric to quantify,youre usually able to tell if an employee is engage

48、d or not.Lets start this chapter by identifying some of the most common differences exhibited by disengaged and engaged employees(see figure 2).Statistically,disengaged employees have an 18%lower productivity rate,and on average cost a company$3,400 for every$10,000 the employee makes.So naturally,e

49、very leader wants to strive for an engaged workforce.But its about more than the bottom line,its about fostering an environment Disengaged employeeEasily loses focusRuns from responsibilityAvoids working with othersComplains often(or not at all)UnderperformingLack of motivation to complete tasks or

50、goalsvs.Engaged employeeTakes on responsibilitiesGoal-oriented and focusedCollaborative and helpfulProvides creative solutionsProduces high-quality workConnects with teammatesIsolates themself fromsocial eventsMotivates themselves and others to achieve goalswhere everyone feels connected to larger o

51、rganizational initiatives and their part in them.Plus,employees who feel like their work matters are much more likely to innovate,outperform,and stick around for the long haulwhich in turn creates a better workplace for all.LEADERSHIP BLUEPRINT|15Proven ways to boost engagement at work1.Remember you

52、r colleagues are people first One of the most impactful ways to make your employees feel like they matter and belong is by treating them like people.Its crucial for leaders to remember that their colleagues are people outside of work,and recognize the multifaceted lives of employees beyond their job

53、 titles.Some ways to do this effectively are promoting work-life balance by offering flexible scheduling,understanding personal commitments,celebrating significant life events,providing mental health resources,and creating spaces for open dialogue about non-work topics.These efforts not only acknowl

54、edge the diverse lives and experiences of employees,but also contribute to a more supportive work environment that values each individual.2.Show appreciation Showing appreciation is another important way to foster a positive and motivated work environment.Research indicates that 69%of employees woul

55、d work harder if they felt their efforts were better recognized.For that reason,employee appreciation significantly boosts engagement,which leads to increased productivity and job satisfaction.When employees feel valued and appreciated,their morale and sense of belonging improve,which strengthens th

56、eir commitment to your organization.You can demonstrate appreciation by providing regular feedback,recognizing accomplishments publicly,and instituting employee recognition programs.Calculate the cost of employee disengagement on your team using this formula:(Gallup has estimated that a disengaged e

57、mployee costs an organization approximately$3,400 for every$10,000 of salaryor 34%.)Step 1:Your employee headcount x 17.2%=Number of disengaged employeesStep 2:Median annual salary x 34%=Annual cost per disengaged employeeStep 3:Step 1 x Step 2=Total cost of disengagementLEADERSHIP BLUEPRINT|163.Ask

58、 for feedback(and listen)Seeking employee feedback demonstrates your commitment to creating an inclusive workplace where everyone feels like they matter.When employees perceive that their opinions are valued and their feedback leads to meaningful changes,their engagement and morale soar.In fact,comp

59、anies with effective feedback systems have a 14.9%lower turnover rate than those who dont.4.Foster psychological safety Just as important as asking for feedback is creating an environment where employees feel safe to share it.Psychological safety refers to the shared belief that anyone can express t

60、heir ideas,take risks,and voice concerns without fear of retribution or negative consequences.When employees feel safe to share their thoughts and perspectives,it encourages collaboration,innovation,and creative problem-solving.That,in turn,leads to improved team dynamics,increased employee engageme

61、nt,higher job satisfaction,and a willingness to learn from mistakes.5.Provide ongoing coaching and training Coaching and training play a pivotal role in enhancing employee engagement by fostering skill development,personal growth,and a sense of investment in ones career.Research shows that 40%of emp

62、loyees who dont receive effective job training will leave their positions within the first year,underscoring the positive impact of training on engagement and retention.Employers can provide coaching through a number of different avenues,such as one-on-one mentoring sessions,workshops,online courses

63、,and peer-to-peer learning initiatives.Additionally,offering opportunities for feedback and regular performance discussions aids in the continuous development of employees,strengthening their connection to their roles and the organization as a whole.6.Live your mission and values Communicating your

64、organizations mission and values drives employee engagement by providing a clear sense of purpose and direction for everyone.When employees understand the organizations overarching goals and core values,they feel more connected to their work and the company,which in turn leads to increased motivatio

65、n and job satisfaction.Millennial and Gen Z employees indeed tend to place a greater emphasis on a companys social responsibility initiatives.Considering that by 2025,millennials will make up 75%of the workforce,it should be a top priority for your leadership team to not only communicate your values

66、 to your employees and customers,but also make sure that youre walking your talk when it comes to social responsibility.Even if your business isnt a mission-driven organization,making commitments like charitable donations,participating in fairtrade,or improving labor policies have a massive effect o

67、n employee loyalty.LEADERSHIP BLUEPRINT|177.Equip your team Making sure that employees have the necessary tools,equipment,and training to perform their jobs effectively is criticalit directly impacts employee productivity and job satisfaction.When employees feel well-equipped,theyre better positione

68、d to meet(and exceed)their responsibilities,leading to an increased sense of confidence and achievement that ultimately improves their engagement levels.A recent survey of 1,857 U.S.employees found that almost every employee(96%)said they are dissatisfied with the tools they have been equipped with

69、to manage work.As a leader,ensuring your team has the right tools they need to succeed is a highly important factor in their day-to-day engagement.8.Make time to get social Organizing social time for employees is crucial to maintaining strong connections within a team.Events like team lunches,game n

70、ights,retreats,and club meetings provide opportunities for team members to interact in a relaxed and informal setting,fostering camaraderie and building trust.Its been proven that socializing as a team improves communication patterns by 50%.When employees feel connected,theyre much more likely to co

71、llaborate well,help each other,and participate at work.9.Demonstrate your trust Demonstrating trust is important for leaders as it cultivates an environment of empowerment,collaboration,and confidence.When leaders exhibit trust in their employees,it boosts a sense of ownership and responsibility,enc

72、ouraging individuals to take initiative and contribute their best efforts.When theres trust at work,employees are 260%more motivated to work,have 41%lower rates of absenteeism,and are 50%less likely to look for another job.10.Be transparent When leadership teams prioritize transparency with employee

73、s,it establishes a culture of open communication and mutual respect.In fact,organizations with transparent communication practices experience 47%higher levels of employee engagement.Empowering team members with information thats relevant to their jobs and performance makes them feel more valued and

74、connected to the organizations goals and decisions.LEADERSHIP BLUEPRINT|18A cultural competitive advantageThough fun,lively,and warm,the company culture is anything but soft.A central feature of that culture is the sharing of straightforward and honest feedback,stemming from a genuine desire to help

75、 employees grow.As Amy Vargas,a district manager,noted,“Now that I have the tools,I dont hesitate to give the truth.”This helpful honesty and directness is the foundation of the way Petfood Express approaches team performance management and is at the heart of the trust that exists at every level of

76、the company.Established in 1982 in San Francisco,Pet Food Express carved a niche in the pet supply industry by blending cutting-edge pet nutrition with top-tier employee training and customer service.This approach propelled their growth from 6 to 63 stores by 2017,cementing their position as an indu

77、stry leader.However,Pet Food Express faced stiff competition from big box stores that had come to dominate the national market through sheer size,brand recognition,and aggressive advertising and sales.Considering these market realities,company leaders became convinced that their primary competitive

78、advantage was the unique culture of Pet Food Expressthe special way that their employees work together and serve their customers.If they were to continue growing profitably,they needed to prioritize and preserve their culture.Pet Food Express worked with Arbinger to scale its team performance manage

79、ment philosophy.Now,leaders give each employee the decision-making authority to do what is right for fellow team members as well as make decisions that impact customers.GET THIS:LEADERSHIP BLUEPRINT|19Conflict at work can have far-reaching implications,affecting not only individual well-being but al

80、so team dynamics and overall productivity.When left unresolved,workplace conflicts can lead to increased stress,reduced job satisfaction,and diminished motivation among employees.TransformconflictLEADERSHIP BLUEPRINT|20Consider these statistics about work conflict before we head into this chapter:85

81、%of US employees have some level of conflict at workManagers spend around 6 hours per week(roughly 15%of their time)solving work conflicts56%of employees who experienced conflict at work reported that it led them to stress,anxiety and/or depressionNow,the key as a leader is not to avoid conflict alt

82、ogether.Its to find ways to productively work through conflict and transform it into better communication and cohesion.Weve placed conflict as step four in this guide because its a lot easier to productively navigate when your employees are already accountable,helpful,and engaged.85%15%56%LEADERSHIP

83、 BLUEPRINT|21LEADERSHIP BLUEPRINT|22Conflict and employee mindsetTo better handle challenges and conflict,we must reframe our mindsets to better understand our own justifications and motivations.While there are many different types of conflict,and theres no one-size-fits-all solution,we have the pow

84、er to look at most workplace conflicts differently when we reframe our perspectives.Oftentimes,we forget that our coworkers are people toowith complex layers of emotions and experiences of their own.When someone is being difficult to work with,its easy for us to forget that theyre a person too.On to

85、p of this,we sometimes even start viewing people as obstacles(like obstacles to our own success,or obstacles between us and completing a project).When we forget to see the humanity in others,we have a tendency to create negative narratives about them in our heads,which we feel justifies our negative

86、 behaviors towards them.This,in turn,invites them to respond poorly to us,which we then use to justify our own part in the conflict.The worse a colleague treats us as a response to our own behaviors,the more our negative views will seem to be justified.Questions to ask when faced with a conflict or

87、a difficult coworker1 What is it like to be around me when I feel this way?2 What are my reactions or responses when I am feeling frustrated/stressed/overwhelmed/ignored/etc.?3 What is a possible solution to changing my mindset when these feelings occur?While there are many different types of confli

88、ct,and theres no one-size-fits-all solution,we have the power to look at most workplace conflicts differently when we reframe our perspectives.LEADERSHIP BLUEPRINT|22While we complain about the mistreatment were receiving,that mistreatment proves to ourselves that weve been right about our colleague

89、.In this sense,we end up valuing problems more than solutions and conflict more than peace,which isnt a productive outcome for anyone.Oftentimes,our responses to conflict perpetuate the conflict itself.When we choose to look at situations objectively,rather than with emotion,we can diffuse tension a

90、nd use contentious issues as opportunities to understand what others are facing,unearth broken processes,and use them as chances to grow.LEADERSHIP BLUEPRINT|23Focus on Facts toolHow to use it List things the other person does that bother youthings you wish they would quit doing.(Make sure you are o

91、nly listing things they are doing and are not expressing judgments about them.)Identify how you see the other person when they are doing these things.(These ideas youve listed are interpretationsyour own views of anothers actions.)1234If you werent angry,frustrated,or upset,how might you see this pe

92、rson differently?When communicating,recognize that the items youve listed in Step 2 are merely your own interpretations.Stay focused on the items youve listed in Step 1,and stay open to alternative interpretations you might have if you were looking at the situation from the outside.Use this tool bef

93、ore engaging in potentially highly charged communications in order to separate reality from personal interpretation.This will help you to stay focused on facts,which will invite less resistance in others and promote more productive conversations.Download fillableform templateTRY THIS:DownloadLEADERS

94、HIP BLUEPRINT|24When we think about high-performing teams,things like long hours,hustle culture,and pressure cooker environments typically come to mind.But a true high-performing team puts a premium on authenticity and interpersonal relationships,knowing that building strong connections with others

95、is the key to achieving goals together.BuildrelationshipsLEADERSHIP BLUEPRINT|25Rather than clocking overtime and burning out,positive relationships can help us maximize the time we have at work to make us significantly more productive.Think back about how all of the previous sections have been layi

96、ng the groundwork for this important step.Building relationships is a lot easier when you have the right attitudes and tools to do so.Express appreciationThe act of expressing appreciation has an incredible impact on workplace relationships,nurturing a culture of mutual respect and camaraderie.When

97、teammates regularly acknowledge and value each others contributions,it naturally enhances collaboration and cooperation between colleagues.Studies show that 78%of employees who feel recognized by their peers are more motivated to work harder,underlining the role that appreciation plays in collaborat

98、ion.List a colleagues five best qualities.Ask:What might I do to express appreciation for these qualities?Is there a way to show I notice them and appreciate them?Is there anything I could do right now or in the next day or so?TRY THIS:Make a colleagues day easierGoing out of our way to make someone

99、s job easier not only fosters a true sense of teamwork,but also builds a foundation of trust and support.When colleagues collaborate and offer assistance to others,it helps feed into a culture of reciprocity and shared success.Small acts of kindness can enhance communication,boost morale,and contrib

100、ute to a more harmonious work environment.Try this activity:Identify a colleagues three biggest pressures.Ask:What might I do to help relieve some of those pressures?What might I stop doing?Is there anything I could do right now or in the next day or so?TRY THIS:Ways to enhance relationships at work

101、LEADERSHIP BLUEPRINT|26Ways to enhance relationships at workHold yourself accountableHolding oneself accountable at work demonstrates integrity,reliability,and a commitment to shared goals.When people take responsibility for their actions and commitments,it fosters an environment of trust and credib

102、ility.Trust in accountable individuals stems from the consistent alignment between their words and actions,showcasing their reliability and dedication.When people take responsibility for their actions and commitments,it fosters an environment of trust and credibility.TRY THIS:Try this activity:Ident

103、ify how we betray ourselves towards a colleague.Ask:Are there ways I dont really do my best?How do I justify myself when I fail in this way?What would I do differently if I werent betraying myself and blaming?What could I do today or in the next day or so?LEADERSHIP BLUEPRINT|27LEADERSHIP BLUEPRINT|

104、28Accelerated collaboration through workplace cultureto one another more objectively.They are more willing to reevaluate their perceptions and conclusions,which allows them to see issues differently,overcome their differences with each other,and focus on results.According to Iza,Outfit7 employees pr

105、eviously tended to focus solely on their own tasks and didnt think about how their work was affecting others.However,after working with Arbinger to shift their focus to others,employees across the company regularly look for opportunities to help their colleagues.Founded in 2010 by Samo and Iza Login

106、,Outfit7 aimed to bring enjoyment to all through its software development.The companys workplace culture prioritized fun,respect,and collaboration,showcased by their successful app Talking Tom launched in June 2010,bringing in an impressive 300 million downloads within 19 months.By early 2013,Outfit

107、7 expanded from 8 to 45 employees across global offices,driven by the success of Talking Tom and the“Talking Friends”franchise.However,this growth posed a challenge to maintaining their unique culture.Samo and Iza aimed to preserve their distinct culture as they continued to expand,though articulati

108、ng this vision for scalability was proving difficult.Outfit7 brought in an Arbinger facilitator to conduct training with its leadership team.Many members of the team were initially skeptical about the need to work differently.However,the session helped them realize ways their mindset was contributin

109、g to the growing cracks within the company culture.During the training,several team members were able to resolve lingering disagreements,thereby laying the groundwork for more collaborative work going forward.As a result of the training,Outfit7s leaders report having an increased capacity to listen

110、GET THIS:Your organizations people are the heart of its success.They are the driving force behind the realization of your mission.Having the right people in your corner is crucial to achieving the results you desirebut attaining and retaining them is something thats easier said than done.Recruit and

111、 retain top talentLEADERSHIP BLUEPRINT|29We know that compensation,work-life balance,and flexible environments are obvious ways for employers to stay competitive.Outside of those,here are four ways you can improve retention at your organization:12Foster self awarenessCultivating an attrition-proof c

112、ulture starts with empowering employees to find a new awareness of themselves and others.When employees have a deeper understanding of their strengths,areas for development,and alignment with your organizations values and goals,they can better identify their own career aspirations and how these fit

113、within the organizations trajectory.This clarity not only promotes a sense of purpose,but also opens up the floor to conversations between employees and their managers about growth opportunities and skill development.Self-aware employees proactively address challenges,seek personalized development p

114、aths,and are more likely to find fulfillment within their roles,leading to higher job satisfaction and a stronger commitment to staying with your organization.Provide effective manager trainingYouve heard it before:employees dont quit jobs,they quit their bosses.In fact,managers account for at least

115、 70%of the variance in employee engagement.A manager can make or break an employees experience at your organization,so its important to make sure your people leaders are well-equipped to handle challenges,motivate employees,and achieve goals.Ways to improve employee retentionLEADERSHIP BLUEPRINT|30L

116、EADERSHIP BLUEPRINT|3034LEADERSHIP BLUEPRINT|31Create an inclusive work environmentAn inclusive culture encourages diverse perspectives,which in turn drives innovation and creative problem-solving.Employees who feel they can express themselves authentically and contribute without fear of bias are mo

117、re likely to build long-term relationships with the organization.In other words,you want employees to feel psychologically safe.By ensuring that every employees voice is heard and their unique contributions acknowledged,an inclusive and psychologically safe work environment promotes a deepened conne

118、ction to the companys mission,values,and fellow colleagues,ultimately reducing turnover and enhancing overall retention rates.Show employees how their work impacts others When individuals understand the broader impact of their contributions on colleagues,clients,and the organization as a whole,it nu

119、rtures a deeper connection to their work.This connection,rooted in a sense of meaning and value,enhances job satisfaction and motivation.Employees who can tangibly see the positive effects of their efforts are more likely to develop a stronger commitment to their roles and the organization,ultimatel

120、y reducing the likelihood of turnover.Ways to improve employee retentionLEADERSHIP BLUEPRINT|31LEADERSHIP BLUEPRINT|32Increased enrollment and retention ratesBy addressing interpersonal dynamics,redefining goals,and enhancing feedback loops,the foundation transformed its approach.Consequently,interd

121、epartmental conflicts diminished,complaints decreased,and enrollment and retention dramatically improved.The organizations capacity to make bold decisions increased,exemplified by reduced enrollment fees and enhanced operational efficiency.The case underscores how nurturing a culture of accountabili

122、ty,empathy,and a mindset focused on others can facilitate enrollment and retention while enabling an organizations sustainable growth.Dr.Reddys Foundation,committed to supporting Indias underprivileged youth in achieving sustainable livelihoods,implemented a transformative strategy to enhance enroll

123、ment and retention through organizational culture change.The foundations LABS program initially faced limitations due to financial constraints,but to meet escalating demand,it transitioned to a sustainable model where participants contributed a nominal fee.However,facing internal friction and dimini

124、shing program quality,the foundation struggled with enrollment.To address this,the foundation invested heavily in recruitment,at the expense of program quality.Instructors faced pressure to meet enrollment quotas,leading to compromised standards.This approach,coupled with poor communication and stud

125、ent grievances,further deteriorated enrollment and retention rates.The solution involved instilling a mindset shift across the organization to improve team performance.The foundation worked with Arbinger consultants to facilitate leadership alignment,self-awareness,and self-management.A paradigm shi

126、ft occurred,focusing on accountability,stakeholder-centered objectives,and an open dialogue framework.GET THIS:Increased enrollment and retention ratesLEADERSHIP BLUEPRINT|33Taking corrective action ensures that cultural transformation isnt just aspirational,it makes sure that all steps highlighted

127、in this guide are tangibly realized in your employees everyday interactions.Corrections arent a punishment,they demonstrate your organizations commitment to upholding a standard,which in turn influences employee behavior and attitudes.Take corrective actionThe following are some situations that call

128、 for corrective action,and how to handle them.When people fail to do their best Sometimes people understand the performance standard but fail to meet it.You might take the following approach in such situations:“Youre good at many things.In particular,as you know,I appreciate your work in _.But latel

129、y you havent been as good at _.Is there something I dont know about thats creating a problem?”(Discuss this as appropriate and,if necessary,take action to help.)Then say:“Id like to meet with you next _ and have you tell me how you will correct this going forward.Will that work for you?”New or mild

130、conduct problemsWhen unacceptable behavior(such as uncooperativeness or disrespectful treatment)appears for the first time,or when it is relatively mild in form,we can help people hold themselves accountable simply by reminding them of what is required.A simple non-blaming statement is usually suffi

131、cient.“We cant have that kind of behavior.We need you to do better.Do you understand why?”When people dont know the standard When people are first learning the expectations of their job or our specific expectations as their leader,sometimes its sufficient simply to inform them that they havent met t

132、hose expectations.Depending on the situation,you might say something like the following:“If were going to achieve our team result,your personal performance with your customers needs to improve.Specifically,it needs to be different in this way:_.Do you understand why?Will you be able to do it that wa

133、y from now on?”(Or:“Would you be able to redo it this way by next Thursday?”)OR“In order to achieve what we need to in this meeting,its important for everyone to be on time.Crises can make you late,of course,but in the absence of those,we all need to be on time.Is everyone on board with that?Thanks.

134、”LEADERSHIP BLUEPRINT|34Persistent conduct problemsWhen unacceptable behavior is ongoing(for example,when appropriate reminders have not been sufficient),we must(1)get peoples clear attention,and(2)give them the responsibility to solve the problem.Meet with the person and say something like this:“In

135、 terms of what were trying to accomplish in everyones ability to work together,youre not progressing fast enough.I want you to carefully identify the problems youre creating and what youre going to do about them.When you feel that youre fully prepared to discuss that,schedule a time to meet with me.

136、Then well go from there.Will that work for you?”Hard and soft behaviorsAs a leader,one primary responsibility is to help team members grow.In fact,if we truly honor our team members and see them as people,we naturally want to help them evolve and progress.This requires a combination of hard and soft

137、 behaviors.Figure 3 can help us to discern the two.If we only exhibit soft behaviors toward our team members,we could be doing more harm than good.We may fail to give necessary feedback.We may fail to set challenging goals that could help them develop their skills.In fact,growth and development with

138、in our teams often require hard behaviors from leadership.Setting challenging goals,demanding high standards,and even giving difficult feedback are often just what our teams need to step outside their comfort zones.As we exercise these hard behaviors,we help our team members develop to their full po

139、tential.Soft behaviorsGiving praiseSeeking staff involvement in important decisionsGiving someone a good gradeBeing flexibleCompromisingSaying“yes”vs.HardbehaviorsFocusing only on the task at handRejecting a requestFiring someoneGiving someone a poor gradeSetting and expecting high standards“Telling

140、 it like it is”Avoiding telling truths that might hurt others feelingsNot compromisingFIGURE 3:Hard&Soft BehaviorsLEADERSHIP BLUEPRINT|35Brainstorm things you might do in these and the other levels of the pyramid to improve the situation.Circle the things you will do in the next 30 days.Apply the In

141、fluence Pyramid toolHow to use it Identify a situation in which youd like to improve your influence to advance change.Identify the levels of the pyramid at which you have been weakest in this situation.123Use this tool as a structure to organize all of your leadership efforts.This tool is particular

142、ly helpful whenever you would like to influence change in another person or group.While filling out the pyramid:Work bottom up:Most time and effort should be spent at the lower levels of the pyramid.When stuck,go lower:The solution to a problem at one level of the pyramid is always below that level.

143、Mindset matters most:Ultimately,your effectiveness at each level of the pyramid depends on the lowest level of the pyramidyour mindset.Download fillableform templateTRY THIS:DownloadLEADERSHIP BLUEPRINT|36LEADERSHIP BLUEPRINT|37Leadership training programs are valuable investments for organizations

144、that want to develop their talent,improve their performance,and enhance their culture.The metrics that matterMEASURING SUCCESS:As you invest in leadership development it is important to build a success plan to connect training to strategic goals.The goals and priorities in leadership development ten

145、d to shift based on the needs of the business so it is critical that youre measuring the impact and ROI(return on investment)of these programs to ensure that they are aligned with your strategic goals and needs.If you cant measure the impact of your work,then you wont know how far youve come and the

146、 work that remains.Success metrics vary by industry,but here are some general guidelines for measuring both organizational health metrics and the KPIs(key performance indicators)that track the success of your efforts:On the right youll find questions to consider that will help you understand the imp

147、act of change on the organization.These metrics are typically obtained through periodic surveys and individual or group interviews.We recommend getting a pulse check before,during,and after implementing the steps in this guide for a true indicator of change.Organizational health metrics you can meas

148、ureMeasuring the impact of your work allows you to see how far youve come.It also helps you focus on the work that still remains to be done.Trust How much confidence do employees have in the actions of the organization,its leaders,and their peers?Collaboration Do leaders collaborate and promote coll

149、aboration or are there silos,separate or redundant efforts,and stagnancy?Alignment Does your executive team share a common goal?Do differences of opinion paralyze growth?Communications How do leaders promote inter-and intradepartmental communications?How well-informed and connected are people across

150、 the organization?LEADERSHIP BLUEPRINT|38KPIs are quantifiable measures used to evaluate the success of an organization,employee,or team in meeting objectives for performance.While some KPIs like job satisfaction or psychological safety apply to all roles and industries.Weve compiled this list of po

151、ssible KPIs you might like to start tracking in order to evaluate your transformation efforts.All of these outcomes are tied to your organizational culture.Select the ones outlined in your success plan that apply to your organization and create a spreadsheet to keep record of them on a regular caden

152、ce.Key performance indicatorsRevenue growthOperating income marginsCapital efficiencyOperational efficiencyInventory levelsWorking capital levelsInput costs(related to vendor relationships)Budget reductionJob satisfactionVariance vs.budget for implementation of new systems Variance vs.timeline for i

153、mplementation of new systemsTurnover and talent retentionEmployee engagement and satisfaction scoreEmployee trust in leadershipLiability claims filedRegulatory investigationsQuality of care measuresReturning elective treatment patientsSick days taken by employeesWeapons seizuresDrug seizuresSpecific

154、 attitudinal measuresPsychological safety Affective organizational commitmentSatisfaction with empowermentPerceived managementSupport/advocacyOther objective orientationPerspective takingAffect(mood)There is a huge benefit to investing in the development of your leaders and its important you underst

155、and how to measure the impact of that investment on organizational growth.LEADERSHIP BLUEPRINT|39KPIs to consider trackingLEADERSHIP BLUEPRINT|39Calculating the ROI of your leadership training program is simple.The KPIs youre measuring the program against have a monetary value attached such as incre

156、ased productivity,performance,retention,or customer satisfaction.You must compare the monetary value of the KPIs to the expenses that the program incurred,such as training,workshops,materials,travel,or time.To calculate the ROI,you can use this formula:ROI=(KPI value-expenses)/expenses x 100%.For ex

157、ample,if your program cost$25,000 and generated$75,000 in benefits,your ROI would be 200%.There is a huge benefit to investing in the development of your leaders and its important you understand how to measure the impact of that investment on organizational growth.LEADERSHIP BLUEPRINT|40The journey

158、to culture transformation isnt necessarily a short or easy one,but its the best investment you can make for your employees and your organization as a whole.Simple shifts in mindset can completely alter the way teams work together and serve your customers and communities.ConclusionLEADERSHIP BLUEPRIN

159、T|41Just as negative behaviors and attitudes can spread throughout your organization,the same is true for helpful behaviors and outward-focused mindsets.Particularly when they start with leadership and ripple throughout the organization.While it may seem like theres a lot of work to do,theres no bet

160、ter time to start than today.When you commit to making the investment in your leaders and equip them with the right tools and mindset youll see the transformation take place.Without fail,weve seen this investment result in When you commit to making the investment in your leaders and equip them with

161、the right tools youll see the transformation take place.the cultivation of leaders who know how to bring out the best in others and build highly-engaged and productive teams.Remember that sustainable change is an ongoing initiativeand not something that happens overnight.In order to create lasting i

162、mpact,we must make gold standard leadership a daily practice.Start working through the steps in this guide and create a sustainment plan that your entire leadership team is bought into.After all,culture transformation starts at the top.LEADERSHIP BLUEPRINT|42A 270%increase in top-line revenue of a g

163、overnment contractor 43%more trust in leaders at a major metropolitan hospital65%more product shipped by a large medical supplier during 6 months(with no increase in staffing)Want to learn more about working with Arbinger?Book a consultationThousands of organizations and leaders see results like.The

164、 steps in this guide are inspired by Arbingers Outward Leadership solution.LEADERSHIP BLUEPRINT|44About ArbingerThe Arbinger Institute helps leaders transform their cultures by enabling the shift in mindset that leads to exceptional results.Whether youre interested in leadership development,building a high-performing team,or transforming your entire organization,well show you how to create the mindset transformation that is the key to driving lasting change.