Employees face friction all the time - structurally, socially, mentally. Companies can increase performance by removing those unwanted friction points - and behavioral science can help.
The Lantern Group is a behavioral design and communication agency that ethically uses behavioral science to help companies improve their employee motivation, enhance their corporate culture and reduce unwanted employee friction.
This document discusses how to intentionally architect and nurture an organizational culture. It defines culture as the collective values, norms, and beliefs of an organization. The roles of founders and leaders in shaping culture through their behaviors, priorities, and systems are described. The document advocates taking an intentional approach to culture by articulating shared values, setting behavioral expectations, educating employees, ensuring accountability, and aligning policies and rewards. It provides examples of how Limeade takes such an intentional approach to nurturing its culture. Leaders are challenged to take one action to be more intentional about culture, such as articulating values or assessing cultural alignment.
Deloitte and BJKLI found that 83% of millennials are actively engaged when they believe that their organization fosters an inclusive culture. Organizations can no longer afford to ignore investing in inclusion. Employees need to feel included and able to bring their authentic selves to work every day in order to give their all at work. Research from the Limeade Institute found that employees with higher levels of inclusion also have higher well-being and higher engagement.
Watch our webinar where Lauren Franklin, Limeade Brand Manager, and Reetu Sandhu, Ph.D., Limeade Institute Manager, share the latest research and guidance on the importance of investing in inclusion, how to recognize your own role in creating an inclusive organization and the tools for building a more inclusive workplace.
The document discusses the importance of organizational values and behaviors in promoting employee engagement and business performance. It notes that companies with higher engagement levels see better financial returns. However, many employees do not feel their company's leadership exemplifies the stated values, and some managers have felt pressured to violate company values. Living by shared values and behaviors can help align employee actions with company purpose and goals, but leaders must lead by example to fully embed values into the organizational culture.
Creating a culture of excellence takes continuous effort over the long run, not overnight. Companies should start by deciding what excellence looks like for their own organization and developing goals and benchmarks. They can then motivate employees through engagement, rewarding productivity over long hours, promoting health and work-life balance. Developing an engaged workforce through open communication of changes builds productivity. Investing in technology and workspace design that keeps employees comfortable and connected can further support a culture of excellence.
This document discusses the importance of values and behaviors for organizations. It states that values are important beliefs that guide member behavior and define the organization. Embedding shared values and behaviors can promote employee engagement, which leads to higher performance, productivity, and returns. However, only about half of employees feel their executives have created a high-performance environment and that behaviors align with values. The document recommends that organizations clearly define their values based on their purpose, ensure leaders model the right behaviors, and integrate values into all decisions to strongly influence organizational culture.
How to Cultivate Employee Engagement and Well-being During the Holidays Limeade
The winter holiday season can be filled with joy and anticipation — and also extra food, emotions and stress. Limeade and FitBit partnered together to provide tips on cultivating employee engagement and well-being during the most jam-packed and stressful months, as well as the importance of whole-person well-being and work-life integration.
Employees face friction all the time - structurally, socially, mentally. Companies can increase performance by removing those unwanted friction points - and behavioral science can help.
The Lantern Group is a behavioral design and communication agency that ethically uses behavioral science to help companies improve their employee motivation, enhance their corporate culture and reduce unwanted employee friction.
This document discusses how to intentionally architect and nurture an organizational culture. It defines culture as the collective values, norms, and beliefs of an organization. The roles of founders and leaders in shaping culture through their behaviors, priorities, and systems are described. The document advocates taking an intentional approach to culture by articulating shared values, setting behavioral expectations, educating employees, ensuring accountability, and aligning policies and rewards. It provides examples of how Limeade takes such an intentional approach to nurturing its culture. Leaders are challenged to take one action to be more intentional about culture, such as articulating values or assessing cultural alignment.
Deloitte and BJKLI found that 83% of millennials are actively engaged when they believe that their organization fosters an inclusive culture. Organizations can no longer afford to ignore investing in inclusion. Employees need to feel included and able to bring their authentic selves to work every day in order to give their all at work. Research from the Limeade Institute found that employees with higher levels of inclusion also have higher well-being and higher engagement.
Watch our webinar where Lauren Franklin, Limeade Brand Manager, and Reetu Sandhu, Ph.D., Limeade Institute Manager, share the latest research and guidance on the importance of investing in inclusion, how to recognize your own role in creating an inclusive organization and the tools for building a more inclusive workplace.
The document discusses the importance of organizational values and behaviors in promoting employee engagement and business performance. It notes that companies with higher engagement levels see better financial returns. However, many employees do not feel their company's leadership exemplifies the stated values, and some managers have felt pressured to violate company values. Living by shared values and behaviors can help align employee actions with company purpose and goals, but leaders must lead by example to fully embed values into the organizational culture.
Creating a culture of excellence takes continuous effort over the long run, not overnight. Companies should start by deciding what excellence looks like for their own organization and developing goals and benchmarks. They can then motivate employees through engagement, rewarding productivity over long hours, promoting health and work-life balance. Developing an engaged workforce through open communication of changes builds productivity. Investing in technology and workspace design that keeps employees comfortable and connected can further support a culture of excellence.
This document discusses the importance of values and behaviors for organizations. It states that values are important beliefs that guide member behavior and define the organization. Embedding shared values and behaviors can promote employee engagement, which leads to higher performance, productivity, and returns. However, only about half of employees feel their executives have created a high-performance environment and that behaviors align with values. The document recommends that organizations clearly define their values based on their purpose, ensure leaders model the right behaviors, and integrate values into all decisions to strongly influence organizational culture.
How to Cultivate Employee Engagement and Well-being During the Holidays Limeade
The winter holiday season can be filled with joy and anticipation — and also extra food, emotions and stress. Limeade and FitBit partnered together to provide tips on cultivating employee engagement and well-being during the most jam-packed and stressful months, as well as the importance of whole-person well-being and work-life integration.
How to Use Technology to Build Connections and Improve EngagementLimeade
This document discusses using technology to improve employee engagement. It begins with defining engagement as a deep connection and sense of purpose at work. Engaged employees are more profitable and productive. The rest of the document discusses engagement through the employee experience and how technology can help personalize engagement through tools, resources, communications and support. It emphasizes that engagement is about daily experiences, not just surveys. Technology allows customizing support for individual needs to keep workers feeling valued and connected.
The Missing Link In Your Employee Engagement StrategyLimeade
A presentation from a 11/9 webinar with work experts at Limeade and Quantum Workplace on what our new research reveals about the connection between individual well-being and employee engagement.
Candid conversations for inclusive cultures Limeade
“Inclusion in the workplace” is a trendy phrase you’ve heard thrown all over the place, but inclusion is nothing without acknowledgement and action. From recognizing micro-inclusions in your organization to admitting what you can’t recognize, today’s successful businesses are taking ownership of where they fall short and actively preparing for Gen Z expectations.
The document discusses how an organization's work culture can impact productivity. It argues that a company's culture is shaped by the beliefs and behaviors of its managers. If managers prioritize increasing speed over quality, for example, it conveys the values of the company to employees. A culture where all employees are involved in goal-setting and there is integrity and cooperation across units can foster higher productivity. The management style should also match the overall culture to avoid resistance. A successful culture encourages risk-taking and individual development to help the organization thrive.
An inward mindset, where employees focus on themselves rather than organizational goals, undermines company performance and leads to issues like weak teamwork and conflict. Traditional training often fails because it cannot overcome this self-focused mindset. However, organizations can dramatically improve results by helping employees shift to an outward mindset focused on serving the company's objectives. This approach, developed by Arbinger, transforms cultures by teaching a new way for people to relate to each other that minimizes self-focused behaviors and patterns that drain productivity.
Webinar: Spotting and Alleviating Employee BurnoutLimeade
Employee burnout is on the rise, and it’s taking away your top talent. Research from Kronos Incorporated and Future Workplace shows that 46% of HR leaders believe that employee burnout is responsible for up to half of their annual employee churn volume.
We're all at risk to lose our best talent and most engaged employees. The latest research from Limeade Institute has found that burnout happens when someone is engaged but has low well-being. This can lead to exhaustion, cynicism and ultimately employee turnover.
Join Laura Hamill, Ph.D., Chief People Officer and Chief Science Officer at Limeade, for our webinar to learn:
- The latest research on how to spot employee burnout within your organization.
- Why burnout often goes unrecognized (until it’s too late).
- How to take steps to prevent burnout.
Dr. Cobus Pienaar of the Arbinger Institute South Africa helps organizations change their mindset. Those with an inward mindset focus on their own objectives, sabotaging organizational results, while an outward mindset focuses on collective objectives and impact on others. An outward mindset leads to more innovation, collaboration, and breakthrough results without the costs of an inward mindset. Mindset change starts with changing the mindsets of individual leaders and team members.
Stuart Friedman is an international business consultant, executive advisor, speaker, and author. He is the founder of Progressive Management Associates, a management consulting firm focused on aligning employees to strategic goals. As a consultant, Friedman helps organizations improve performance through leadership coaching, team assessments and off-sites. He takes a direct approach to communication and guides clients to achieve results beyond what they think is possible.
It is critical for organizations to measure and manage their culture in order to create an engaged and productive workforce that leads to long term success. The Motivational Environment Survey is a tool that gauges a workforce's cultural attitudes through a 360-style confidential survey. Employees in a culture of recognition are more likely to feel valued, stay with their employer, and remain committed to their work. Recognition PRO is a solution that trains managers to better recognize and motivate employees through tailored recognition ideas and tracking their recognition activities.
The document summarizes four training programs offered by VitalSmarts to improve individual, team, and organizational performance:
1. Crucial Accountability teaches a process for holding others accountable to expectations in a way that solves problems and improves performance.
2. Change Anything teaches skills for recognizing personal influences and designing effective individual change strategies.
3. Crucial Conversations teaches skills for open dialogue and creating agreement around difficult topics to make high-quality decisions.
4. Influencer teaches strategies for driving rapid organizational change by countering forces of resistance and motivating change through influence rather than authority.
The connection between intrinsic motivation and your employee engagement stra...Limeade
To meet the ever-changing demands of today’s business world, and to drive real employee engagement, companies need to foster intrinsic motivation – engaging in behaviors because they're personally rewarding, not for some external reward. Why? Extrinsic incentives are great to promote initial action but they don't encourage ongoing positive behavior change.
This document summarizes an internal workshop on employee engagement for charity communicators. It discusses defining engagement in the charity sector and how engaged employees can benefit organizations. Factors that influence engagement are explored, such as senior teams, HR, line managers and human needs. The workshop examines how to improve engagement by focusing on drivers communicators can impact and overcoming potential barriers. The goal is to create an environment where employees can become engaged rather than trying to directly create engagement.
Beyond the Metrics: Creating Meaningful Engagement through CommunicationLimeade
In this webinar, Limeade helps businesses take on these challenges, from everyday engagement struggles to unique crisis obstacles like showing care during the COVID-19 pandemic. This webinar will empower you to find effective and innovative approaches that actually move the needle on engagement.
For clients, associations, and business groups looking for speaking that is memorable, built with impact and relevant to today's changing markets and new speed of business.
Limeade has worked around the clock, consulting doctors and heeding the advice of subject matter experts to launch new activities that are now available to incorporate into your customer experiences. We encourage you to join us for this webinar where we’ll be sharing best practices to support employees with care during times of crisis.
The document discusses employee empowerment. It defines empowerment as giving employees power, authority, responsibility and resources to make decisions and solve work-related problems. Empowerment focuses on utilizing employees' full potential and making them self-directed. Empowering employees provides benefits like increased productivity, reduced costs, improved quality and better job satisfaction and retention. There are different types of empowerment like suggestion involvement and job involvement. Key dimensions of empowerment are self-determination, meaningfulness, competence and impact. Barriers to empowerment include incongruent culture, rigid control systems and inadequate delegation of authority.
Developing Organisational Values for North Kirklees CCGMichael Barker
The document summarizes the agenda for a team away day focused on developing organizational values. The agenda includes defining values, examining examples of values from other organizations, and discussing how to bring values to life within the team's culture. The team will also consider how to create a remarkable workplace and translate principles into working practices.
The document discusses empowerment in organizations and provides keys to making empowerment work. It advocates for sharing information with employees, creating autonomy through setting boundaries, and replacing hierarchies with self-directed teams. The three keys to empowerment are sharing information, creating autonomy through clarifying goals and roles, and replacing the old hierarchy with empowered and skilled teams that are accountable for results. Empowerment is a process that requires persistence and leadership to share information and responsibilities.
Volunteers (Comprehensive) PowerPoint Presentation 144 slides with 15 diagra...Andrew Schwartz
This document discusses strategies for establishing and managing an effective volunteer program. It provides guidance on determining organizational readiness, recruiting volunteers, orientation and training, supervision, and retention. The key points covered include understanding the differences between volunteers and employees, developing clear roles and hierarchies, providing meaningful work that matches volunteers' skills, giving feedback, and ensuring strong leadership and organization to maximize volunteer satisfaction and retention.
Creating employee friendly processes... link to engagementPhil Katich
This document discusses how creating employee-friendly policies, processes, and procedures can lead to true employee engagement and empowerment. It provides an example of how changing rules at a production plant to allow workers to rotate through all positions and manage supply chains led to a 30% increase in productivity while improving employee attitudes. The document argues that engagement only occurs when an organization improves work processes to allow employees to do their best work. Leaders should engage in dialogue with employees to determine their needs and involve them in creating new systems. Making changes that benefit employees will help them feel better about their roles and fully engage themselves. Finding the right balance between organizational and employee needs is key to empowerment and engagement.
1. The document discusses organizational culture and how to lead culture change. It defines culture as the actions, behaviors and beliefs within an organization.
2. High-impact cultures produce direction, alignment and commitment - widespread agreement on goals, coordinated effort to achieve goals, and sustained passion to reach goals.
3. Creating a high-impact culture requires everyone playing a role, with senior leaders stepping up to change themselves and the culture, and informal leaders spreading the culture in their areas.
Culture?
Definition of Culture
Step to Build the Culture
Culture Types
Organizational Culture
Characteristics of Organizational Culture
How to create Organizational Culture?
How to Use Technology to Build Connections and Improve EngagementLimeade
This document discusses using technology to improve employee engagement. It begins with defining engagement as a deep connection and sense of purpose at work. Engaged employees are more profitable and productive. The rest of the document discusses engagement through the employee experience and how technology can help personalize engagement through tools, resources, communications and support. It emphasizes that engagement is about daily experiences, not just surveys. Technology allows customizing support for individual needs to keep workers feeling valued and connected.
The Missing Link In Your Employee Engagement StrategyLimeade
A presentation from a 11/9 webinar with work experts at Limeade and Quantum Workplace on what our new research reveals about the connection between individual well-being and employee engagement.
Candid conversations for inclusive cultures Limeade
“Inclusion in the workplace” is a trendy phrase you’ve heard thrown all over the place, but inclusion is nothing without acknowledgement and action. From recognizing micro-inclusions in your organization to admitting what you can’t recognize, today’s successful businesses are taking ownership of where they fall short and actively preparing for Gen Z expectations.
The document discusses how an organization's work culture can impact productivity. It argues that a company's culture is shaped by the beliefs and behaviors of its managers. If managers prioritize increasing speed over quality, for example, it conveys the values of the company to employees. A culture where all employees are involved in goal-setting and there is integrity and cooperation across units can foster higher productivity. The management style should also match the overall culture to avoid resistance. A successful culture encourages risk-taking and individual development to help the organization thrive.
An inward mindset, where employees focus on themselves rather than organizational goals, undermines company performance and leads to issues like weak teamwork and conflict. Traditional training often fails because it cannot overcome this self-focused mindset. However, organizations can dramatically improve results by helping employees shift to an outward mindset focused on serving the company's objectives. This approach, developed by Arbinger, transforms cultures by teaching a new way for people to relate to each other that minimizes self-focused behaviors and patterns that drain productivity.
Webinar: Spotting and Alleviating Employee BurnoutLimeade
Employee burnout is on the rise, and it’s taking away your top talent. Research from Kronos Incorporated and Future Workplace shows that 46% of HR leaders believe that employee burnout is responsible for up to half of their annual employee churn volume.
We're all at risk to lose our best talent and most engaged employees. The latest research from Limeade Institute has found that burnout happens when someone is engaged but has low well-being. This can lead to exhaustion, cynicism and ultimately employee turnover.
Join Laura Hamill, Ph.D., Chief People Officer and Chief Science Officer at Limeade, for our webinar to learn:
- The latest research on how to spot employee burnout within your organization.
- Why burnout often goes unrecognized (until it’s too late).
- How to take steps to prevent burnout.
Dr. Cobus Pienaar of the Arbinger Institute South Africa helps organizations change their mindset. Those with an inward mindset focus on their own objectives, sabotaging organizational results, while an outward mindset focuses on collective objectives and impact on others. An outward mindset leads to more innovation, collaboration, and breakthrough results without the costs of an inward mindset. Mindset change starts with changing the mindsets of individual leaders and team members.
Stuart Friedman is an international business consultant, executive advisor, speaker, and author. He is the founder of Progressive Management Associates, a management consulting firm focused on aligning employees to strategic goals. As a consultant, Friedman helps organizations improve performance through leadership coaching, team assessments and off-sites. He takes a direct approach to communication and guides clients to achieve results beyond what they think is possible.
It is critical for organizations to measure and manage their culture in order to create an engaged and productive workforce that leads to long term success. The Motivational Environment Survey is a tool that gauges a workforce's cultural attitudes through a 360-style confidential survey. Employees in a culture of recognition are more likely to feel valued, stay with their employer, and remain committed to their work. Recognition PRO is a solution that trains managers to better recognize and motivate employees through tailored recognition ideas and tracking their recognition activities.
The document summarizes four training programs offered by VitalSmarts to improve individual, team, and organizational performance:
1. Crucial Accountability teaches a process for holding others accountable to expectations in a way that solves problems and improves performance.
2. Change Anything teaches skills for recognizing personal influences and designing effective individual change strategies.
3. Crucial Conversations teaches skills for open dialogue and creating agreement around difficult topics to make high-quality decisions.
4. Influencer teaches strategies for driving rapid organizational change by countering forces of resistance and motivating change through influence rather than authority.
The connection between intrinsic motivation and your employee engagement stra...Limeade
To meet the ever-changing demands of today’s business world, and to drive real employee engagement, companies need to foster intrinsic motivation – engaging in behaviors because they're personally rewarding, not for some external reward. Why? Extrinsic incentives are great to promote initial action but they don't encourage ongoing positive behavior change.
This document summarizes an internal workshop on employee engagement for charity communicators. It discusses defining engagement in the charity sector and how engaged employees can benefit organizations. Factors that influence engagement are explored, such as senior teams, HR, line managers and human needs. The workshop examines how to improve engagement by focusing on drivers communicators can impact and overcoming potential barriers. The goal is to create an environment where employees can become engaged rather than trying to directly create engagement.
Beyond the Metrics: Creating Meaningful Engagement through CommunicationLimeade
In this webinar, Limeade helps businesses take on these challenges, from everyday engagement struggles to unique crisis obstacles like showing care during the COVID-19 pandemic. This webinar will empower you to find effective and innovative approaches that actually move the needle on engagement.
For clients, associations, and business groups looking for speaking that is memorable, built with impact and relevant to today's changing markets and new speed of business.
Limeade has worked around the clock, consulting doctors and heeding the advice of subject matter experts to launch new activities that are now available to incorporate into your customer experiences. We encourage you to join us for this webinar where we’ll be sharing best practices to support employees with care during times of crisis.
The document discusses employee empowerment. It defines empowerment as giving employees power, authority, responsibility and resources to make decisions and solve work-related problems. Empowerment focuses on utilizing employees' full potential and making them self-directed. Empowering employees provides benefits like increased productivity, reduced costs, improved quality and better job satisfaction and retention. There are different types of empowerment like suggestion involvement and job involvement. Key dimensions of empowerment are self-determination, meaningfulness, competence and impact. Barriers to empowerment include incongruent culture, rigid control systems and inadequate delegation of authority.
Developing Organisational Values for North Kirklees CCGMichael Barker
The document summarizes the agenda for a team away day focused on developing organizational values. The agenda includes defining values, examining examples of values from other organizations, and discussing how to bring values to life within the team's culture. The team will also consider how to create a remarkable workplace and translate principles into working practices.
The document discusses empowerment in organizations and provides keys to making empowerment work. It advocates for sharing information with employees, creating autonomy through setting boundaries, and replacing hierarchies with self-directed teams. The three keys to empowerment are sharing information, creating autonomy through clarifying goals and roles, and replacing the old hierarchy with empowered and skilled teams that are accountable for results. Empowerment is a process that requires persistence and leadership to share information and responsibilities.
Volunteers (Comprehensive) PowerPoint Presentation 144 slides with 15 diagra...Andrew Schwartz
This document discusses strategies for establishing and managing an effective volunteer program. It provides guidance on determining organizational readiness, recruiting volunteers, orientation and training, supervision, and retention. The key points covered include understanding the differences between volunteers and employees, developing clear roles and hierarchies, providing meaningful work that matches volunteers' skills, giving feedback, and ensuring strong leadership and organization to maximize volunteer satisfaction and retention.
Creating employee friendly processes... link to engagementPhil Katich
This document discusses how creating employee-friendly policies, processes, and procedures can lead to true employee engagement and empowerment. It provides an example of how changing rules at a production plant to allow workers to rotate through all positions and manage supply chains led to a 30% increase in productivity while improving employee attitudes. The document argues that engagement only occurs when an organization improves work processes to allow employees to do their best work. Leaders should engage in dialogue with employees to determine their needs and involve them in creating new systems. Making changes that benefit employees will help them feel better about their roles and fully engage themselves. Finding the right balance between organizational and employee needs is key to empowerment and engagement.
1. The document discusses organizational culture and how to lead culture change. It defines culture as the actions, behaviors and beliefs within an organization.
2. High-impact cultures produce direction, alignment and commitment - widespread agreement on goals, coordinated effort to achieve goals, and sustained passion to reach goals.
3. Creating a high-impact culture requires everyone playing a role, with senior leaders stepping up to change themselves and the culture, and informal leaders spreading the culture in their areas.
Culture?
Definition of Culture
Step to Build the Culture
Culture Types
Organizational Culture
Characteristics of Organizational Culture
How to create Organizational Culture?
Leadership Development, Team Training | People Thinkpeoplethink
Peoplethink partners with organizations to build proven leadership, team effectiveness Peoplethink & leadership development training programs help organizations to develop key leadership skills. We organize leadership coaching workshops to improve overall performance and career development programs and tools for their employees and partners.
https://goo.gl/DUSNQb
Today your brand is not determined by the Marketing or PR department but by the people who work for you and the customers who use your products and services. Your staff are your brand ambassadors so how do you build the right workplace culture that supports your brand and connects better with your target audience for business success.
“I think she’ll fit well into our company.”
“His experience was stellar, but he just wouldn’t be a good fit.”
These phrases are frequently used to describe candidates and whether they will – or won’t – “fit” into an organization’s culture. But what does culture fit really mean? Is there a better way to determine how well a candidate will fit than simply having a good feeling about whether they’ll mesh well? And, how do goals of hiring for culture fit complement—or conflict— with other goals such as diversity or hiring for skills?
This article will explore these questions and provide qbest practices.
The Culture Lab is a workplace culture accelerator program designed for small businesses and startups.
For more information: http://corebuild.solutions/products/culturelab/
Today your brand is not determined by the Marketing or PR department but by the people who work for you and the customers who use your products and services. Your staff are your brand ambassadors so how do you build the right workplace culture that supports your brand and connects better with your target audience for business success.
This document discusses how to build and sustain a high-performance organizational culture to drive long-term employee engagement. It defines organizational culture and explains that a high-performance culture has three key components: a clear mission, shared values, and shared accountability. Such a culture provides meaning for employees, guides behaviors, inspires innovation, and provides stability during times of change. The document outlines best practices for developing a high-performance culture, including clarifying the mission and values, assessing the starting culture, communicating and modeling the values, inspiring employees, and aligning practices. Developing an authentic culture requires looking inward and involves the entire organization.
Organizational Culture for Strategic PerformanceDaniela Kaneva
The best predictor for success of your operations is the human factor. Learn how you can measure your Organizational Culture and what you can do with it in order to align it with Strategy.
This document discusses key trends in global human resource management, including the rise of virtual teams, managing talent across borders, and balancing cultural differences in multinational companies. It provides expected changes in these areas and recommendations for how HR can help organizations prepare, such as providing cultural training, evaluating flexible work policies, and understanding employment laws in different countries.
The document defines organizational culture as shared assumptions, values and beliefs that govern employee behavior. It lists 7 characteristics of organizational culture: innovation, attention to detail, emphasis on outcomes, emphasis on people, teamwork, aggressiveness, and stability. It provides principles for working with organizational culture, including understanding the current culture, changing behaviors to change mindsets, focusing on critical behaviors, using informal leaders, linking culture to business objectives, demonstrating quick impact, spreading ideas virally, aligning programs with behaviors, and actively managing the culture over time.
You company culture is a powerful competitive advantage. Learn from Stanford professor, Charles O'Reilly, and Pomello co-founder, Catherine Spence, how to create a culture strategy, and use technology to manage culture effectively.
The document discusses the relationship between performance, leadership, culture and strategy. It states that there is a direct correlation between an organization's performance and the strength of its leadership, culture and strategy. A strong culture that outlines clear values guides employees and leads to better statistical performance, higher employee satisfaction and retention. Developing a clear purpose, strong leadership, aligned culture and strategic plan of action are key to achieving goals and high performance.
The document discusses the relationship between performance, leadership, culture and strategy. It states that there is a direct correlation between an organization's performance and the strength of its leadership, culture and strategy. A strong culture outlines clear values and guides employees, creating a more engaged and satisfied workforce. To develop a strong culture, the document recommends determining the organization's purpose, strengthening leadership, assessing and aligning the current culture, and establishing goals and strategies to improve performance.
Culture is the byproduct of your story and strategy in action.James O'Gara
Culture used to be a soft concept. It used to be something the executive team would only pay attention to when the business environment grew toxic. In today’s world, this is changing — and in a big way. Forward-thinking executives now view culture as the surest way to establish a competitive advantage because of its direct impact on the customer experience. And, as a result, they also realize the role culture plays in the financial performance of the business.
Of course, not all executives get it. Many still see culture as an HR issue. They still separate it from the company’s overall go-to-market strategy and story, and view it as something that is built in isolation. Executives with this point of view rarely develop a culture that positively impacts employee engagement, the customer experience or business results.
This paper explores why executives must redefine how they view and manage culture; the pivotal role a company’s story and strategy play in culture development; and how winning cultures are built.
Companies can influence their organizational culture by focusing on changing a few key behaviors rather than trying to completely replace the culture. Leaders should work with the existing cultural traits and identify behaviors that are most important to change in order to align with strategic priorities. Specifically, the document recommends focusing on changing behaviors before trying to change mindsets, as behaviors have a stronger influence on culture. It also suggests identifying a few critical behaviors to focus on changing that will have the biggest impact, and leveraging informal leaders within the organization to help drive the new behaviors.
The document discusses how people management is linked to business performance and provides reasons why focusing on people can improve efficiency. It notes that adopting improved people management approaches across UK businesses could boost the economy by up to 10% in efficiency gains. Smaller businesses in particular could see efficiency increase by up to 17% by recognizing and rewarding employee performance. The document also emphasizes the importance of employee engagement, organizational values and behaviors, purpose and vision alignment, and using appropriate performance measures and analytics to motivate workers and improve business outcomes.
Semelhante a 2020 lantern group culture - live (20)
This document discusses how behavioral science can help improve sales programs and employee engagement. It notes that 85% of employees are disengaged, costing employers 35% of employee salaries. Behavioral science helps understand how and why our brains can be fooled. It discusses designing programs that tap into multiple behavioral drives, create a sense of progress and autonomy. Specific concepts covered include the four drive model of motivation, the progress principle, self-determination theory, framing effects, use of achievement words, emotional contagion through stories, and power of visualization. The document recommends learning about behavioral science and conducting an audit of incentive programs to identify ways to better incorporate these behavioral insights.
This document discusses ways to increase employee motivation. It states that according to Gallup, 85% of employees are disengaged, costing employers productivity. The Lantern Group uses behavioral science to diagnose motivation problems, understand human drives, and design better employee programs and communications to increase engagement. They provide services like incentive diagnostics to understand how rewards impact behavior, total rewards optimization to align programs, and workshops to teach managers how to motivate employees using the four drives of motivation: acquire, bond, challenge, and define. The goal is to excite employees about their work and feel ownership over business success.
Outlines a communication campaign that can be used to help organizations move past Covid-19 and start back into work. We apply a behavioral science perspective to inform how this communication campaign is rolled out.
Behavioral economics overview presentation at TGASKurt Nelson, PhD
The following was the presentation that I gave at the TGAS conference in Texas this spring. Highlighting some of the behavioral science principles that can be used to help improve your incentives and sales operations.
World at Work Total Rewards 2017 presentation - lantern group - behavioral sc...Kurt Nelson, PhD
Our presentation from the 2017 Total Rewards session that showed how we used behavioral science to change the incentive and total reward framework for Lilly.
Total rewards communication & framework overivew 2015Kurt Nelson, PhD
The document discusses The Lantern Group's services for developing total rewards frameworks and communicating incentive compensation plans. It outlines a three-step process for total rewards that includes conducting an audit, incentive plan modeling/testing, and incentive plan communication. The Lantern Group helps clients with the communication piece, developing communication campaigns using workshops, guides, videos and other materials to improve understanding of incentive plans and drive desired behaviors. The goal is to maximize the effectiveness of incentive plans through better communication and alignment with total rewards strategies.
This document discusses leadership blind spots and fearless leadership. It identifies 10 common leadership blind spots such as going it alone, being insensitive to others, avoiding difficult conversations, and tolerating good enough. Loretta Malandro's book identifies these blind spots and provides strategies for overcoming them such as finding people to give honest feedback, practicing empathy to identify one's own behaviors, and creating an action plan to address blind spots through accountability. The key is for leaders to examine their own behaviors, engage others for insights into blind spots, and take bold action to continuously improve.
Utilize a mix of communication vehicles as part of an overall communication campaign to effectively communicate compensation information. The campaign should build awareness over time through multiple touchpoints using strategies from consumer marketing. Track data from electronic communications to understand what messages are most and least effective. Include interactive and paper communications, graphics, and stories to simplify information and increase engagement and recall of how compensation plans impact employees.
The document describes various teambuilding activities that can be conducted at Oak Ridge for groups of 10-250 participants. They include:
1) The Amazing Race, where teams complete challenges across Oak Ridge grounds to score points over 2-4 hours for $75-140 per person.
2) The Commercial Challenge, where teams develop and film a 60-second commercial promoting an organization in 1.5-3 hours for $65-100 per person.
3) Film a Dream, similar to the Commercial Challenge but for local non-profits, with winning commercials earning donations.
1. The document describes "The Lotto Game", which involves spending time dreaming about what you would do with lottery winnings, even if you don't plan to play the lottery much.
2. The rules of the game are to dream for a relative amount of time based on what you spent on lottery tickets, thinking about specific ways you would spend the money rather than vague ideas.
3. The final rule is to figure out how to achieve aspects of your dreams without actually winning the lottery.
Slides from a webinar I did for small business owners and managers on how to increase employee motivation. Section in the middle has some helpful hints on using the 4-drive model of employee motivation.
A short overview of how organizations can impact the motivational power of their incentive compensation through a few key design principles. A few key tips for anyone who creates incentive programs or contests.
The document discusses common mistakes companies make in motivating employees and provides recommendations to improve motivation. Some key mistakes include focusing only on monetary incentives, not giving managers enough discretion or tools, making incentives too complex, rewarding the wrong behaviors, and not communicating enough. The document recommends using Lawrence and Nohria's four drives model of motivation, simplifying incentives, ensuring incentives drive the right behaviors, providing managers training and flexibility, and communicating programs well. Focusing only on costs of programs rather than results is also identified as a common mistake.
The document discusses an employee motivation model called the 4-Drive Model developed by Lawrence and Nohria in 2002. The model proposes that there are four core drives that motivate employees: acquiring resources, bonding with others, comprehending or feeling challenged by their work, and defending important ideas or beliefs. The document argues that understanding and appealing to these four drives can help increase employee effort, retention, persistence, creativity, and focus, thereby improving overall motivation. It provides some examples of how organizations can impact each of the four drives through strategies like reward systems, workplace culture and values, job design, and building employee reputation.
The document discusses an employee motivation model called the 4-Drive Model developed by Lawrence and Nohria. The model proposes that there are four core drives that motivate employees: acquire, bond, comprehend, and defend. The document suggests that employers can impact each of these four drives through strategies like reward systems, culture, job design, and protecting reputation in order to improve employee motivation, focus, effort, retention, creativity, and persistence.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
2. CORPORATE
CULTURE
Is your culture
holding your business
back?
Culture is the social fabric of your organization and it guides the
behaviors and attitudes of your employees.
If it is positive, it can lead your company to great heights.
If it is toxic, it will sideline even the best strategy and programs that
you put in place.
A study by Russell Johnson at the University of Michigan found that bad culture on average
costs companies around $14,000 per employee due to lost productivity.
3. 1. We diagnose
your cultural needs
and design custom
programs that make
that culture a reality.
3. These reshaped cultures
will positively influence the
way your people interact, how
they behave, how knowledge is
shared, and how people
embrace strategy and their own
willingness to change.
2. We help mend broken
cultures, establish
positive new cultures, or
create cultures for your
unique environmental
needs (i.e. safety).
CORPORATE
CULTURE
Is your culture
holding your business
back?
4. Behavioral
Review
Strategic, behavioral and
cultural analysis of all
relevant data and existing
programs
Stakeholder
Assessment
Stakeholder interviews,
focus groups and
assessments to evaluate
current reality and define
future success
+
Behavioral
Analysis
Review and analyze data
to determine required
behaviors to achieve
desired outcomes and
identify current gaps
Solution
Design
Develop behaviorally
based programs and
interventions to drive
desired outcomes
Communicate
& Train
Build behaviorally
informed communications
and training to maximize
the program’s success and
drive behavior change
+
Diagnose Analyze Implement
The Behavioral Design Process
We diagnose the issues, design solutions, communicate
them to your employees, & train your people for success
5. Behavioral Interventions
Cultural Diagnostics
Discover how your culture impacts and drives behaviors
and identify the behaviors your culture should be driving.
Cultural Optimization
Design a new culture or improve your existing culture to
drive the behaviors aligned with your mission.
Cultural Communications
Communicate to your employees in a way that helps drive
and reinforce your desired culture.
Cultural Training
Train your leaders and teams to work more effectively
together, have more meaningful interactions, and
communicate more impactfully.
“Determine what behaviors
and beliefs you value as a
company, and have everyone
live true to them”
Brittany Forsyth – Chief Talent Officer
at Shopify – on company culture
6. Cultural Diagnostics
Is your culture cultivating the right behaviors for your organization?
Our diagnostic process provides
you with a deep understanding
of how your culture drives the
behavior of your people and how
to maximize your culture to drive
the right behaviors and outcomes.
Culture shapes your
employees' behaviors and
attitudes – often profoundly.
A good culture can help you
soar, while a toxic culture
can derail you.
Organizations need to
get a clear picture of how
their culture is influencing
their employees in order
to know if it is working for
them or not.
We help identify the
behaviors your current
culture is driving and
determine the gaps
between your existing
and desired culture.
7. Cultural Optimization
Is your culture designed to help drive your strategy?
When your culture is not aligned
with your strategic mission it can
lead to confusion – causing
misaligned behaviors derail
your strategy.
We work with you to
design a new culture that
cultivates the behaviors
needed to turn your
strategy into a reality.
We help adjust your existing
culture or build a new culture
specific to your strategy.
This can include building
cultures specific to safety,
performance, collaboration, and
more – the possibilities are
endless.
8. Cultural Communications
Our communication process
instills world-class graphic
design, creative copy, and
behavioral science principles
into your speeches, webinars,
corporate meetings, company-
wide emails, and more!
Do your communications drive the right culture?
Research by Gary
Latham showed that
adding 12 action words to
a president’s email
significantly increased
performance.
Communications
can drastically
assist or detract
from achieving your
cultural goals.
We craft communications
that take your desired
culture from an idea to a
reality and drive the
desired behaviors of your
people.
9. Cultural Training
We train your people to work
more effectively together, have
more meaningful interactions,
communicate more impactfully,
and better understand the
underlying behaviors that guide
their interactions with each
other, their leaders, and the
company at large.
Negative team dynamics
can permeate up through
the organization, impede
performance and
undermine your culture.
We build and facilitate
workshops and teambuilding
events that increase the
effectiveness of your teams
and enhance your culture.
Are your team dynamics undermining your culture?
10. Driving Performance
What Makes Us Unique?
Behavioral Science
We apply scientific
principles to increase
employee motivation
Motivational Experts
We have over 20 years’
experience in motivating
employees
Alignment
We help align all your
programs & stakeholders to
amplify the motivational power
of each other
Holistic Approach
Our focus is on all the
drivers of behavior – not
just money or rewards