Your company's culture is too important to ignore. It is everywhere in your business and affects everything you do. Although you cannot touch it, you can certainly feel it and see it in action. You know when it needs addressing... even fixing. Below are seven common culture challenges companies face (even those which are wildly successful can still face these culture challenges, or know they could be a higher performing and more profitable company if they only addressed their culture issues.) Do you recognise one or more of these challenges in your company? Is your company's growth being hampered or held back from reaching higher levels of revenues and profits? 1. Your senior management team and employees are not fully aligned. 2. You know your teams could work better together (for the benefit of your customers). 3. You know your employees could be more accountable and take more responsibility. 4. You know your employees' motivation, morale and engagement could be stronger. 5. You know communication and collaboration could be more free flowing within your company. 6. You know you could provide a more remarkable customer experience. 7. You know you could be more entrepreneurial, innovative, creative and relevant as a company. If you can relate to any of these culture challenges, Enterprise LEADER can help you.

1. Customer Experience Accountability
Alignment
Entrepreneurship
or Team? Motvaton & Morale
In Your Company
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Do You Face These
Culture Challenges
Communicaton Teamwork

2. Do you face one or more of these culture challenges in your company?
If you do, your company's performance and results could significantly suffer.
Your company's culture is too important to ignore.
It is everywhere in your business and affects everything you do.
Although you cannot touch it, you can certainly feel it and see it in acton.
You know when it needs addressing... even fixing.
Below are seven common culture challenges companies face. (Even those which are wildly
successful can stll face these culture challenges, or know they could be a higher
performing and more profitable company if they only addressed their culture issues.)
Do you recognise one or more of these challenges in your company? Is your company's
growth being hampered or held back from reaching higher levels of revenues and profits?
●
Your senior management team and employees are not fully aligned.
●
You know your teams could work better together (for the benefit of your customers).
●
You know your employees could be more accountable and take more responsibility.
●
You know your employees' motivation, morale and engagement could be stronger.
●
You know communication and collaboration could be more free flowing within your company.
●
You know you could provide a more remarkable customer experience.
●
You know you could be more entrepreneurial, innovative, creative and relevant as a company.
If you can relate to any of these culture challenges, Enterprise LEADER can help you.
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3. 1. Your senior management team and employees
are not fully aligned.
You know your employees are not aligned with your senior management team.
You know your company's vision, values, goals and purpose are not fully understood
and shared by all your employees.
You know this disconnect is hurtng your company's performance.
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4. Alignment Between Management and Employees
As a CEO, SVP, Board Member or member of the Senior Management Team, you have a clear vision of how you want to
take your company forward. You are clear in your mind about what the future looks like, and what you need to do to
reach your goals.
Your direct reports will understand your vision and perhaps even a level below them as well.
But what about the rest of your employees?
The very people who are doing the day-to-day work? The very people who are interactng daily with your customers, or
developing your products and services?
In many companies -- even those which are highly successful and profitable --- there is a gap between the vision which is
held at the senior management level, and what is understood and believed in the wider workforce.
You may recognise this gap in your company too.
This 'disconnect' can be a major barrier to achieving your company's goals.
Example 1 - The Story of Tom's Software Company: Solution:
Tom is the CEO of a mid size sofware company, employing By using Enterprise LEADER as a vehicle for change, the senior
400 people around the world. management team (supported by middle management) are
able to explain to employees the vision, purpose and goals of
Tom and his fellow VPs have a clear vision of where they the company and create alignment between the boardroom
want to take the company, but they know that the rest of and workforce.
the workforce doesn't fully understand, believe in and
emotonally connect with the vision. Through the mentoring materials featured in Enterprise
LEADER and the group face-to-face mentoring sessions,
This disconnect between the Boardroom and workforce is employees get to hear in depth the goals and vision of the
hurtng the company, as the message employees give senior management team, and also have a forum and
customers does not reconcile with the message the senior framework to share their ideas and concerns back to
management team want customers to receive. management.
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5. 2. You know your teams could work better together
(for the benefit of your customers).
You know your
teams could work
better together.
You know if they
helped and
supported each
other more, they
could achieve
greater results
and deliver a
more fulfilling
experience for
your customers.
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6. Teamwork
You know you have great people in your company -- some really talented employees -- people who are exceptonally skilled,
knowledgeable and first-class at what they do.
But you know your employees could work better together as a team. You know they could support each other more --- and help
each other out more when needed.
You know they could be more unified as a team, believe more in the vision and goals of your company.
You know they could collectvely serve your customer at a higher level.
You know if they did, you'd be more successful as a business.
Example 2 - The Story of Sarah's Insurance Agency: Solution:
Sarah is a VP in an insurance agency and runs a 'book of With the help of Enterprise LEADER, Sarah is a able to get her
business' focused on the corporate transportaton market. team together on a regular basis in an informal but structured
She manages a team of 20 sales staff and 40 customer way, to explore new ways to service their clients at a higher
service representatves. level.
Every day the sales team are on the road generatng new Using the structured MP3 mentoring materials and group face
business and the support staff are in the head ofce to face mentoring sessions, Sarah has the tools to to get
managing the accounts, taking calls, processing claims and everyone thinking about how to give customers the best
where possible, selling additonal policies. experience so they are not lef frustrated waitng on the
phone and thinking about taking their business to another
Sarah knows that calls coming into the service department
insurance agency.
ofen go unanswered even when other team members are
available to pick them up. This means that customers This shared experience of Enterprise LEADER enables Sarah's
become frustrated by the lack of tmely service. team to get to know each other and understand each other's
challenges better, facilitates communicaton and gets them to
Sarah knows that if she could get her team to understand the
see how each and every one of them contributes to the
bigger picture and work better for each other, they could
customer experience - and overall department and company
give customers a greater experience and retain more
goals.
customers for longer.
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7. 3. You know your employees could be more
accountable and take more responsibility.
You know your employees
could take more ownership
and responsibility.
You know they could be
more accountable for their
actons.
You know if they were,
your customers would
ultmately receive a more
rewarding experience.
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8. Employee Accountability and Responsibility
As a business leader you are used to taking responsibility and ownership of problems. You are used to thinking like a business
owner. You know that your actons and decisions have a direct impact on your customers' experience.
But not everybody in your company thinks this way. Not everybody is accountable and answerable for their actons.
Imagine the rich experience your customers could receive if every employee in your company took full accountability, responsibility
and ownership of their work, and thought like business owners rather than employees.
Example 3 - The Story of David and the Hotel Chain: Solution:
By using Enterprise LEADER as a vehicle for change, David is
A major internatonal 4 star hotel chain notces that it is
receiving an unusually high number of negatve reviews on able to take all 400 of his employees on a journey of personal,
Tripadvisor.com for three of its hotels in the same city. Guests professional and business development.
complain that staff are unhelpful, unresponsive and With the case-study approach of Enterprise LEADER, David is
unaccommodatng. able to explore the problems faced by Amroze Technology
David is a new area manager charged with turning round the (the company featured in Enterprise LEADER), and identfy
performance of these hotels which have over 400 employees why they had some of their problems.
between them. David is able to get this employees to see similarites between
David knows that he needs to find a way to make every Amroze Technology and their own company, and identfy
employee in the company take more ownership and areas and strategies for improvement.
responsibility for their work, and ensure that customers
consistently receive a 4 star experience.
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9. 4. You know your employee's motivation, morale
and engagement could be better
You know you have three types of employees in your company. 1. Some superstars who
are fully engaged. 2. Some disengaged employees who are holding you back from reaching
your goals. 3. Some 'middle men and women who neither over-perform or under-perform'.
You know if you can help this middle group step-up and fulfil their potental, you can take
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your company to another level.

10. Employee Motivation, Morale and Engagement
As much as you want to believe that ALL your employees are fully motvated, driven, passionate, engaged and deliver their best work
- the reality is this is seldom the case.
More likely, the engagement of your workforce follows the statstcs suggested by the research company, Gartner Group.
Gartner suggests that typically only 20 to 25% of the workforce is fully engaged, motvated, passionate and working for the good of
the company.
Gartner suggests that as many as 20% of a workforce are unmotvated, disengaged and damaging your company. This leaves the
remaining 50 to 55% of employees who can be referred to as 'middlemen' and 'middle women'. These are people who neither over
perform, nor under-perform and provide a tremendous opportunity to improve the performance and profitability of your company.
There is a clear one to one relatonship between the engagement of your employees and the profitability of your company.
By simply working on your company's culture you can quickly turn middlemen and women into high performing employees who help
drive the profitability and performance of your company forward.
Example 4 - The Story of SVP George and Telco Inc: Solution:
Since George has his entre team in one building, it is easy for
Telco Inc is a large telecommunicatons company servicing
him to use Enterprise LEADER as a catalyst for change and a
millions of B2C and B2B customers. George is a SVP and on the
Board of Telco Inc. George is aware that for many of his vehicle to better engage his workforce.
employees, working on the phones is just a job and nothing more. He gets his high performing superstars to act as leads in mentor
George knows that his call centre employees are the direct groups and uses the structured materials and face to face group
connecton between the company and the customer and are the mentor sessions. Through the face to face mentor sessions
face and voice of the brand. employees are given a platorm to voice their thoughts and
ideas and explore new ways to make their work more
He also knows that their lack of enthusiasm and engagement is meaningful and engaging.
damaging the customers' experience and having a negatve
impact on Telco Inc's brand. In a highly compettve market space, Very quickly George notces high levels of enthusiasm, passion,
Telco Inc cannot afford to let this happen. motvaton and morale in his workforce which translates
through to a better experience for Telco Inc's customers.
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11. 5. You know communication and collaboration
could be more free flowing within your company.
You know if your employees better understood what was happening throughout your
company, they'd feel more connected to your business.
They'd also be better placed to solve problems and collaborate on new ideas.
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12. Internal Communication and Collaboration
Talk to any of your senior managers, and chances are, they'll tell you that they are great at communicaton. They'll say, "We keep
our employees well informed and involved in everything that is going on.”
Now have the same conversaton with any of your employees and more likely than not, they'll tell you "Our senior management
are poor at communicatng with us!", or "We don't know what's going on in our company, or in other departments or teams.”
In many companies - possibly yours too -- managers never really know how employees 'feel' , because they never take the tme
to really 'talk to them! -- at an emotonal level'. All too ofen, managers never really know their employees (or employees know
their manager) -- and so employees feel disconnected and uninvolved. Work just becomes 'work' and employees' motvaton and
morale starts to drop.
Could communicaton be better in your company? Is there room for improvement? Would better communicaton lead to better
results?
Example 5 - The Story of the CEO and his merger: Solution:
Two large engineering design consultancies have recently The CEO decides to role out Enterprise LEADER across the 20
merged to become one of the biggest engineering design internatonal ofces. Reportng directly to the CEO, Emma is given
companies in the world with ofces in 20 countries. responsibility for the worldwide role-out of Enterprise LEADER.
With any merger comes uncertainty, redundancies and a clash Emma in turn works closely with each country's regional director and
of cultures. In order to make the merger work and gain the helps them design and implement a tailored roll-out schedule which
desired economies of scale, the new CEO recognises that means every employee in every country gets to go through the
effectve communicaton is key. Enterprise LEADER program within 3 months of the launch date.
More specifically, he knows that he needs to get the vision of For the CEO this means that very quickly afer the merger, employees
the senior management team out of the boardroom and into get to understand exactly what the new company is about, and what
the heart of the workforce and to get the newly merged teams the vision and goals of the company are. They also get to meet their
(from company A and company B) talking to each other and new co-workers and have a platorm to share their ideas, thoughts and
feeding their thoughts, ideas and concerns back up to the concerns with senior management.
boardroom.
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13. 6. You know you could provide a more remarkable
customer experience.
You know your
customers could
receive a more
remarkable experience.
You know if you could
consistently deliver a
'WOW' experience,
your customers would
repeat buy from you,
and recommend you to
their friends, family and
business colleagues.
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14. Customer Experience
You know that the success of your company depends on attractng and retaining customers and providing them with such a
remarkable experience that they turn into raving fans who buy, repeat buy, and then recommend you to their friends, family and
business colleagues.
However, in many companies (even established and profitable ones), the customer experience can ofen be inconsistent and
disappointng. Customers can start to fall through the cracks as no one takes full responsibility for ensuring they always receive an
extraordinary experience.
The Sales Department pass the customer to Customer Service, who in turn pass them to the Support Team and so on. Customers
start to become frustrated as they get passed from pillar to post and feel that nobody cares about them.
Do you recognise this in companies you deal with? Do your customers recognise this in your own company? It is a hard fact to
swallow that your customer experience could be better, but once this is accepted, acton can be taken to improve it.
Example 6 - The Story of the CEO and BuildCo: Solution:
BuildCo is a mid-sized B2B constructon company providing building The CEO of BuildCo knows he needs to close the gap
and constructon services to commercial property developers. between sales and operatons so that the experience the
BuildCo has 400 employees and serves customers in a major capital customer receives is seamless.
city. It has a team of surveyors and negotators who are responsible
He knows if he can give his customers a remarkable
for acquiring new customers.
experience he will be better placed to retain more
Once a customer and new contract is agreed, the sales person customers (major accounts), up-sell and cross-sell more
passes the account over to the constructon team who are customers and get more new business through word of
responsible for building the project. The sales person then typically mouth referrals
steps out of the relatonship and focuses on getting new business.
With the help of Enterprise LEADER (through both the
Inevitably, with constructon projects, problems ofen arise due to structured mentoring materials and face-to-face mentor
mistakes being made during the selling stage. Internally in BuildCo, sessions) the CEO is able to get all of his employees focused
conflict happens between the build team and the sales team with on delivering an extraordinary experience for BuildCo's
no one taking responsibility for the customer. customers.
Sadly BuildCo employees are not seeing the bigger picture and fail
to see how their actons negatvely impact on their ability to get
repeat business with this customer, and miss out on leveraging this
relatonship to get more referrals. 14

15. 7. You know you could be more entrepreneurial,
innovative, creative and relevant as a company.
You know your
company needs to be
faster to adapt to your
customers' ever
changing needs.
You know staying
relevant to your
customers is the only
way to survive and
grow as a business.
You know your
employees need to be
more creatve and
entrepreneurial in their
thinking to make sure
your company is 100%
relevant to your
customers. 15

16. Relevance To Customers
The world is changing rapidly. In this fast moving, technology driven, global environment, your customers' needs, wants and
expectatons are changing faster than ever.
But as a company, are you keeping up with their changing needs?
Are you as relevant to your customers today, as you were yesterday, last month or last year?
Do you foster a culture which welcomes change … which is innovatve, creatve and responsive to your customers' wants and
needs?
Or, are you guilty of being complacent, restng on your laurels, about to be blindsided by your compettors - perhaps one you
have never heard of before? Are your employees stuck in their ways and totally resistant to change?
Could your company be more open, responsive and embracing of change?
Could you be more relevant to your customers?
Example 7 - The Story of FashionCo's Management: Solution:
FashionCo is a mult channel women's clothing company which The CEO of FashionCo recognises that they can use Enterprise LEADER
sells through the web, catalogue and retail outlets, and has as a catalyst for change. One of the key features of Enterprise LEADER
seen its revenues drop as customers switch to a new overseas is new idea generaton which comes from asking employees what
brand. changes they would make if they were CEO for a day.
The company has been guilty in recent years of restng on its Afer rolling out Enterprise LEADER to all 700 of FashionCo's
laurels, becoming complacent and lacking an entrepreneurial employees, the CEO is armed with over 1,000 employee generated
spirit. ideas about how to make FashionCo more relevant to its customers
The senior management team of FashionCo know that they and in the marketplace.
need to work harder to be more relevant and attractve to their Additonally, Enterprise LEADER has helped give the company a new
existng customers as well as finding new ways to appeal to energy, spark and enthusiasm to re-stake its positon in the
their new customers. The company employs over 700 talented marketplace as a leader in women's clothing.
people and wants to tap into its own workforce's creatvity and
innovaton.
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17. Enterprise LEADER
Enterprise LEADER gives you the tools and roadmap to create a culture of high performance in your company.
Using the mentoring materials and proven methodology provided by Enterprise LEADER, your managers and executves
take your employees on a journey of personal, professional and business development. Within weeks of using the
program, you'll start to see new levels of energy, enthusiasm and enterprising spirit in your employees.
More specifically you'll create an internal culture of high performance which is capable of driving your business forward to
the next level and beyond.
Here are just a few of the 'interlinked' benefits you'll experience when you introduce Enterprise LEADER into your
business:
1. Your employees become aligned around your company's goals, vision and purpose.
2. Your employees are motvated, engaged and strive to be their best.
3. Your employees become more accountable for their actons and decisions.
4. Communicaton and collaboraton is more free flowing in your company.
5. Your managers become leaders.
6. You put the right people in the right places.
7. Your teams work better together (for the good of each other and your customers).
8. Your customers receive a remarkable 'WOW' experience.
9. Your brand stands for something your customers and employees understand.
10. Your company becomes more relevant, innovatve, creatve and entrepreneurial.
11. You become an excellent/standout company in your niche -- with a clear compettve advantage.
12. You achieve improved results in terms of revenue, profit and company value.
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