10 Transitional Levers

Think of the 10 levers as our areas of expertise and as the keys to unlocking the highest performing culture possible for your organization. These levers are the structure of all of our work and guide everything that we do to help organizations develop strategies that will strengthen their organizational foundation, enhance the vitality of the organization and its people, and improve engagement levels.

All of the 10 levers are measurable and can be tied to outcomes that ultimately determine the business performance of the organization.

1. Strategic Direction
Establish an organizational strategic plan that includes objectives, specific action items required to achieve the objectives, timelines, and clarity around who “owns” each task. Make certain the plan plays to the existing strengths of your organization. Establish an operating structure through which decisions are made based on the strategic plan, and people are held accountable for completing action items.
2. Applied Metrics
Establish and use metrics to track organizational progress and to make sure your efforts stay on track. These metrics should address budget and other financial targets, human capital such as cultural improvement and employee engagement, and the operation of your organization. To track results, develop a balanced scorecard that emphasizes both sales/operations and people/cultural metrics equally.
3. Intentional Culture
Make certain your organization has a well-established purpose (or mission or vision) and that it is more than just a statement on the lobby wall. Make efforts to live this purpose though your organizational culture, and to exhibit it in how employees are expected to act, perform, and make decisions. Make the ongoing assessment of culture a senior leadership responsibility that is considered as important as any other component of the business. Become clear on how a positive culture impacts customers, suppliers, and ultimately your business performance, and make sure employees understand the connection.
4. Colleague Well-Being
Embrace employee well-being as essential to both individual and overall business performance. Use best-practice approaches to optimize employee well-being and measure the impact at the senior leadership level, holding leaders at all levels accountable for having a high well-being workforce. Evaluate the compensation and benefit structure to make certain it is an inducement, rather than an inhibitor, to high employee well-being and overall business performance.
5. Growth & Development
Provide opportunities for employees to grow both on and off the job. Recognize that growth and development is a basic human need. Use growth and development initiatives to help develop both the near and long term leaders of your organization.
6. Colleague Empowerment
Actively encourage employees to participate in decisions that affect their work, making it clear that with involvement comes accountability. Empower employees to solve routine problems at their level without having to escalate them to supervisors. Provide employees with the tools they need to make good decisions and to take effective action.
7. Relational Trust
Cultivate and value interpersonal relationships based on showing care and concern for others. Make certain that trust is developed between employees of all levels, and across all parts of the organization, and that trust is measured, evaluated, and acted upon at the senior leadership level regularly.
8. Colleague Selection
Use hiring practices that select people based on cultural fit, talent, and skills, and recognize that cultural fit is essential to their long term success and performance. Once hired, welcome new employees inclusively and train them in a way that effectively enables their success.
9. Strategic Communications
Foster open and honest two-way communication at all levels of the organization and across groups. Use a comprehensive strategy for communications that is utilized consistently. Measure the results of all communications efforts, and hold senior leaders accountable for executing the communications strategy effectively.
10. Work Environment
Create the best possible physical work environment for your people, addressing factors such as lighting, cleanliness, aesthetics, etc. Create the best possible emotional and social work environment for your people addressing factors such as stress, work-life balance, supervisor support, resource availability, etc. Establishing both an appealing physical and emotional/social work environment for your people fosters the optimal performance of colleagues and thus the organization.