Whether you're the CEO or a frontline leader, financial performance is a measure of effectiveness. But how do you improve bottom-line performance amid economic uncertainty and the reality that only 3 in 10 employees are engaged? One key is self-awareness. A study involving 486 companies found it moderated business success and poor-performing businesses had 20% more leaders with blind spots. Unfortunately, self-awareness is rare in leadership. A global study found that 95% of leaders think they are self-aware. Still, only 10-15% met the criteria to be considered self-aware on essential leadership competencies related to empathy, trustworthiness, and leadership performance. When you can't see yourself objectively and don't accurately understand the perspectives of others, you can't make the transformational changes necessary for business growth. Here are two proven strategies to increase leadership self-awareness and the signs when it might be lacking. Why leadership self-awareness matters Recently, Korn Ferry established a positive connection between self-awareness and improved company earnings. A study of 486 companies over 30 months found that organizations with a higher percentage of self-aware leaders outperformed organizations with a lower rate. Poor-performing businesses had 20 percent more leaders with blind spots than high-performing businesses. The importance of self-awareness for achieving success and significance is not new. The researched benefits of knowing yourself are numerous beyond improving a business's bottom line. Some of these include: higher quality leadership relationships improved self-control better decision-making enhanced life satisfaction .⁠ In today's increasingly complex and culturally diverse workplace , leaders who can accurately perceive, assess, and regulate their own and others' emotions can better promote unity and team morale⁠. Studies have demonstrated that followers perceive leaders with heightened emotional intelligence as effective. Also, increased awareness may enable leaders to create shared emotional experiences that enhance personal and follower growth, well-being, and psychological safety. Leaders are better prepared to adapt appropriately when they possess a heightened self-awareness. Self-awareness in leadership It is natural to see the world from our unique point of view. We tell ourselves stories about our strengths and areas where we need to be better, as well as what is or is not good leadership. Leadership habits are shaped by past experiences and the words used to describe our actions. With good intentions, we set out to lead as best as possible. Then life happens, and for most of us, we realize we have blind spots and distortions that jeopardize our goals. “To know yourself, you must sacrifice the illusion that you already do.” Vironika Tugaleva Consider the passenger-side rearview mirror on a car. The required safety warning on the mirror states that objects in the mirror are closer than they appear. Also, these rear-view mirrors have blind spots. Distortions and blind spots can be hazardous to our well-being if what is seen and not seen is not interpreted within the proper context. Leaders can make bad decisions without understanding the wisdom of knowing their distortions and blind spots. How to become more self-aware The higher you move within any organization, the less objective feedback you receive. This makes knowing yourself even more critical and challenging. The last thing any leader needs in today's demanding workplace is someone or something telling them what they already know or what they perceive they want to hear. The better the quality of the feedback you receive, the better the decisions you can make. Leadership is a relationship, and it is vital to know what others think. When we only consider ourselves, we have an incomplete understanding. Self-Awareness Strategy #1: Leadership Assessment A 360-degree leadership assessment  is a type of multi-rater instrument that collects feedback from multiple sources relative to the leader's position within an organization. Typically, the questions in a 360-degree assessment are focused on leadership performance, skills, and contributions. While 360-degree feedback effectively improves leadership skills across all cultures, it is most effective in cultures with low power distance and individualistic values, such as Germany, the Netherlands, the United Kingdom, and the United States. “Look outside and you will see yourself. Look inside and you will find yourself.” Drew Gerald Self-Awareness Strategy #2: Executive Coaching Combined with leadership assessments, executive coaching helps reveal deep insights into areas that, with attention, lead to enhanced potential. Research supports that a coach's timely and appropriate use of leadership 360 assessments leads to improved self-awareness and organizational outcomes.⁠ Given that coaching's ultimate goal is to change within you, the process centers on using essential questions and client-centered critical thinking to invoke self-awareness and personal responsibility. Signs you might lack self-awareness Lacking self-awareness limits your specific ability to realize your professional and personal goals, like trying to navigate a ship without a sextant. Self-aware leaders are not naive about their accidental habits and are better positioned to develop life-changing leadership habits. Overestimating your ability can lead to negative consequences for your performance and the organization.⁠ Leaders who have a distorted view of their strengths and weaknesses usually cannot effectively regulate their emotions and behaviors. Research has demonstrated that the symptoms of a lack of self-awareness include negative consequences to your physical health, work performance, and social interactions. Signs of a lack of self-awareness include: Stalling career Lack of direction Absence of learning something new Surprised frequently by feedback from others Frequently make excuses Constantly firefighting and struggling with time management What is your real self-awareness challenge? Key summary points When you know yourself, you have the insight necessary to recognize leadership bad habits and make transformational changes that deliver proven results. Self-awareness means to know yourself so that you are able to see yourself objectively, you are aware of similarities and differences from others, and you understand the perspective from which you see others and the world. A study of 486 companies over 30 months demonstrated that organizations with a higher percentage of self-aware leaders outperformed organizations with a lower rate. Leaders can make bad decisions without understanding the wisdom of knowing their distortions and blind spots. The better the quality of the feedback you receive, the better the decisions you can make. Executive coaching combined with leadership 360 assessments help reveal deep insights into areas that, with attention, lead to enhanced potential. References Athanasopoulou, A., & Dopson, S. (2018). A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most ? The Leadership Quarterly , 29(1), 70-88. Baldoni, J. (2013). Few executives are self-aware, but women have the edge. Harvard Business Review. Bratton, V. K., Dodd, N. G., & Brown, F. W. (2011). The impact of emotional intelligence on accuracy of self-awareness and leadership performance. Leadership & Organization Development Journal , 32(2), 127-149. Doolittle, J. (2024). Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit, and Performance. Organizational Talent Consulting. Goldstein, G., Allen, D. N., & Deluca, J. (2019). Handbook of psychological assessment . Elsevier Science & Technology. Gorgens-Ekermans, G., & Roux, C. (2021). Revisiting the emotional intelligence and transformational leadership debate: Does emotional intelligence matter to effective leadership? SA Journal of Human Resource Management , 19(2), e1-e13. June, C. (2020). 10 signs you lack self-awareness. Psych2Go. Oltmanns, T. F., Gleason, M. E. J., Klonsky, E. D., & Turkheimer, E. (2005). Meta-perception for pathological personality traits: Do we know when others think that we are difficult? Consciousness and Cognition , 14(4), 739-751. Pekaar, K. A., Bakker, A. B., van der Linden, D., & Born, M. P. (2018). Self- and other-focused emotional intelligence: Development and validation of the Rotterdam emotional intelligence scale (REIS). Personality and Individual Differences , 120, 222-233. Wilson, T. D., & Gilbert, D. T. (2005). Affective forecasting: Knowing what to want. Current Directions in Psychological Science: A Journal of the American Psychological Society , 14(3), 131-134. Zes, D., & Landis, D. (2013). A better return on self-awareness. Korn Ferry Institute .

Think back to the last big decision your team faced. What were the options considered? How was the choice made? A recent extensive survey conducted by PWC revealed that data-driven companies are three times more likely to make better decisions than businesses that are not. Decision-making is a significant part of leadership; many depend on your decisions. Without good choices, companies and leaders can't thrive. But, studies reveal that more than half of us rely on intuition to make significant decisions. The problem isn't with using intuition. The problem is when your intuition comes at the cost of using data or the default way you decide. If your company is like most and choosing to invest significantly in building analytics capability, be aware that the benefits will not be fully realized until the company culture supports data-driven decision-making. Here are the seven characteristics of a data-driven culture and practical steps every leader can take to architect culture. The value of data-driven decisions Advances in technology create a significant advantage for organizations that can leverage data to make better decisions and take the right actions. Data-driven decision-making (DDDM) has become somewhat of a buzzword as many leaders and organizations aim to be data-driven. A good working definition of what it means to embrace data-driven decision-making is: Using facts extracted from data and metrics to guide business decisions that support business goals rather than relying on experience, intuition, and stories alone. A study involving more than 1000 executive leaders demonstrated that 80% of organizations with a mature approach to data analytics exceeded their goals, and 48% significantly exceeded their goals. Making data-driven decisions is not the only way leaders can succeed. However, there are many advantages, such as: Enhanced decision speed and sophistication. In a volatile, uncertain, complex, and ambiguous digital workplace, leaders need to find insights and speed matters. Businesses need to make good decisions quickly. A better understanding of what is and is not working. Testing and data collection enable leaders to fail fast and learn from making decisions. Reduced costs and increased revenue. Using data enables organizations to optimize operations. Predictive analytics goes one step further, allowing organizations to transform during market change quickly. Improving strategic foresight . The goal is not to predict the future but enable better decision-making and preparedness so that leaders can grow revenue amid uncertainty. Data-driven decisions can be descriptive, predictive, and prescriptive. While understanding why something happened and what will happen is helpful. Understanding what should be done provides the most significant organizational value. The following video gives a real-world example from Google of how businesses can make better data-driven people decisions . Seven Data-Driven Culture Characteristics A recent 2021 Fortune 1000 executive leaders survey revealed that 99% are investing in data initiatives to transform their companies. These investments in technology are producing a deluge of available data within companies. But are these investments leading to better decisions? According to this same report, 96% of executives report that they are achieving measurable business outcomes. However, these leaders identify culture as the most significant deterrent to becoming a data-driven organization. "Culture is more powerful than anything else in the organization," and often why good management ideas fail." Upadhyay & Kumar To maximize data, analytics, and AI value, organizations need a data-driven culture orientation. However, this represents a sizable shift for many cultures that often rely on stories and experience to make decisions. Here are seven attributes and behaviors of employees working you would expect in a data-driven culture:⁠ Characteristic #1: Desiring to find the truth W. Edwards Deming is attributed as saying, "in God we trust. All others must bring data." This saying is something you would likely hear in a data-driven culture about using data to find the truth without bias. When seeking truth, employees are often surprised, and it sometimes leads to politically incorrect actions that result in innovation. Characteristic #2: Looking for patterns and root causes Data-driven cultures aggregate data to identify patterns that can lead to predictions and root causes. In a data-driven culture, problems are considered symptoms of deeper issues rather than being 'swept under the rug.' Identifying root causes protects the business from recurring systemic errors. Characteristic #3: Developing detail-oriented analysis Averages are considered flawed and a distortion of truth in data-driven cultures because averages ignore inevitable variations. Granular data is used for decision-making. A detail-oriented analysis allows stakeholders to determine causation more effectively and present solid arguments for decisions. Characteristic #4: Using data to analyze questions Stories and anecdotal evidence provide a personal connection, but alone, they are not often representative. Data-driven cultures use data to tell stories and make decisions. Data stories are the annotations of crucial data insights. Characteristic #5: Appreciating both positive and negative findings in the data Finding out something doesn't work is just as valuable as finding data that supports an idea. Data-driven cultures adopt an experimentation mindset and seek to learn from the data about predictions. "The unexamined decision isn't worth making." Davenport Characteristic #6: Making decisions and following through on actions Power and politics are not driving forces in a data-driven decision-making culture. Emphasis is on the value of results from decisions rather than a confirmation of senior leadership ideas. Authority is vested in the data quality rather than the positional power of the person with the data. Characteristic #7: Being realistic about when and where to use data analytics Data-driven cultures are practical about the need for velocity, veracity, volume, and variety of data before making decisions. Decisions are based on experience and available data and avoid analysis paralysis. "Culture eats strategy for breakfast.” Drucker If you recognize your culture doesn't demonstrate the seven characteristics of a data-driven culture, you will want to work on architecting the desired culture ahead of or in parallel with your data analytics investments. How to architect a data-driven culture orientation Organizational culture is the one thing that influences every aspect of a business. It directly impacts organizational success, employees, customers, and communities. An organization's underlying cultural values affect employees' behaviors and decisions. Executive-level sponsorship is vital for investments in data analytics. However, leaders at all levels play a vital role in shaping organizational culture in business . Organizations are likely to resist the need for culture change. Although architecting corporate culture is challenging, changes often don't require considerable investments or physically co-located employees. Leaders can leverage the following primary and secondary actions and tools for leaders to embed the desired culture: Primary Actions and Tools Pay attention to metrics that matter and provide regular updates Respond to organizational crises with data Allocate resources to support data-driven decision making Provide data analytics training and development Provide rewards and recognition for data-driven decision making Make selection, promotion, and termination decisions in support of data-driven decisions Manage change created by shifting to data-driven decision-making Secondary Actions and Tools Organization design Policies and procedures Rituals and events Workspaces Traditions and stories Vision and mission statements Organizational culture varies to some extent across teams, departments, and geographies. When designing a data-driven culture , it is best to understand your culture at a granular level. You will need a data-driven,  actionable measure of your current and preferred company culture to do this . What's the real data-driven decision-making challenge? References: Bartlett, R. (2013). A practitioner's guide to data analytics: Using data analysis to improve your organization's decision-making and strategy. McGraw-Hill. New York. Davenport, T., Harris, J., & Morison, R. (2010). Analytics at work: Smarter decisions, better results. Harvard Business Press. MA. Deloitte. (2019). Deloitte survey: Analytics and data-driven culture help companies outperform business goals in the age of with’. https://www2.deloitte.com/us/en/pages/about-deloitte/articles/press-releases/deloitte-survey-analytics-and-ai-driven-enterprises-thrive.html Greenstein, B., & Rao, A., (2022). PwC 2022 AI Business Survey. PWC. Upadhyay, P., & Kumar, A. (2020). The intermediating role of organizational culture and internal analytical knowledge between the capability of big data analytics and a firm’s performance. International Journal of Information Management, 52 , 102100.

What does it take to foster organizational commitment in an uncertain world? Marginal commitment might be the new normal, but that doesn’t mean it has to be your reality. As industries worldwide face increasing instability, businesses justify layoffs and downsizing with, “It’s not personal, it’s business.” In response, employees in a stable, low-unemployment economy say, “It’s not personal. I have to make difficult decisions for my family and career.” This dynamic exposes a critical truth for leaders: a committed team is no longer just a competitive advantage—it’s the foundation for navigating uncertainty and thriving. Weak leaders may deflect blame onto employees for their lack of commitment, but exceptional leaders take ownership and know that building loyalty is their responsibility. Here are three powerful accelerators to foster organizational commitment, maximize business value, and position your company as uber-attractive to employees. Why Organizational Commitment Matters Organizational commitment benefits employees, teams, and their companies. Evidence links higher levels of organizational commitment with: Increased employee productivity Increased revenue Increased employee retention Decreased operating costs Decreased absenteeism In addition to increasing expected behavior, organizational commitment unlocks discretionary effort. Evidence suggests that committed employees are more likely to contribute in unexpected ways. Discretionary effort or organizational citizenship behavior is considered the ultimate type of performance. For example, two employees walking down a hall see a piece of paper on the floor, but only one employee stops to pick it up. Even though it is neither an employee's job nor responsibility. When an employee goes beyond what is expected for the benefit of your organization without being asked, that is discretionary effort. What is Organizational Commitment? Organizational commitment is employee dedication, which results in their intent to stay with their current organization. The Three-Component Model is one of the most popular ways to describe organizational commitment. This framework suggests there are three distinct types of organizational commitment: Affective commitment: An employee's emotional attachment toward the organization. Continuance commitment: An employee's belief that leaving the organization would be too costly (golden handcuffs). Normative commitment: An employee's feeling of obligation to stay because it is the right thing to do. Recognizing that the degree of commitment depends on multiple factors the individual defines is essential. For example, consider an employee working for a family-run business with a strong culture and attractive long-term incentives. In this situation, the employee would likely have affective commitment, being happy about staying in the company, but also continuance commitment because they don't want to give up the long-term benefits that the job provides. Finally, given the nature of the job, the individual would feel an obligation to the family, which would lead to normative commitment. What influences organizational commitment? Research has identified various factors that affect the direction and strength of organizational commitment, such as: Job satisfaction Have you ever wondered if your job is right for you? Job satisfaction is your positive or negative feelings and emotions toward your work. When employees commit more to their organization, they are more likely to experience a greater sense of job satisfaction. Studies have demonstrated that satisfied employees are more productive, have higher retention rates, increase company revenue, and lower costs. Employee Empowerment Many leaders can achieve their goals and even increase company revenue. But, in a world of constant change, organizations and leaders need employees who proactively engage in problem-solving, change, innovation, and challenging the status quo. Senior leaders need followers who take charge to create a competitive advantage. Evidence suggests a positive correlation between employee emotional and psychological empowerment , job satisfaction, and organizational commitment. Workplace Stress Role ambiguity and conflict are two typical workplace stressors linked to employee burnout. Role ambiguity refers to unclear roles and responsibilities, while role conflict means starting your day feeling you cannot win. Research suggests that organizational commitment moderates workplace stressors. When leaders build organizational commitment within the workforce, workplace stressors have a lesser effect on employee stress levels and burnout. Organizational Commitment Accelerators Here are a few practical steps leaders can take today to accelerate organizational commitment within their team without breaking the bank. Accelerator 1: Leadership style How you lead matters. Compelling evidence indicates that how you lead moderates organizational commitment and results. For example, Laissez-faire leadership has a negative correlation with organizational commitment. Laissez-faire leadership is where leaders let employees do as they wish. I also call these country club leaders. They want everyone to like them, so they avoid difficult conversations. Servant leadership is an example of a leadership style that increases leader and follower commitment, yielding increased intrinsic motivation that amplifies workforce alignment and business strategy benefits. Servant leaders serve others. When employees feel supported by leadership, it significantly enhances organizational commitment. Humility is a core characteristic of a servant leader. You can show humility and vulnerability in challenging conversations by: Being transparent: Keep the conversation genuine, especially when it involves your mistakes. This does not mean sharing personal secrets. Asking for feedback and being willing to learn: Vulnerability is about being weak to defend your point of view and desiring to listen and learn something new. Putting followers first: It is not about winning or having the best answer but caring so much about followers and the desired outcome of the conversation that you are willing to risk failing. Demonstrating selfless love: Selfless love is to will the good of another. As a leader, being vulnerable in a difficult conversation requires showing self-awareness, empathy, and compassion rather than speaking from positional power. Taking action. Difficult conversations are costly when neglected. After you check your motivation, vision, and paradigm for effect, you will want to consider the conversation's what, where, how, and when. Take this free leadership style quiz to identify your tendency to be a servant leader. Accelerator 2: Organizational Culture A recent study suggests organizational culture is the most potent driver behind the Great Resignation. No leader strives to create a toxic culture . However, when a gap exists between perceived and stated values, the employee's organizational commitment suffers. Especially when the disconnect involves values that are people-oriented or ethical behavior, you can architect a positive company culture that accelerates organizational commitment by: Being the change: Demonstrate good behavior and ask for feedback from followers about what you do that bothers them. Evaluate the ethical consequences of your decisions and create an open-door policy allowing employees to provide input where their voices and concerns can be heard. Architecting a positive culture: Hire and fire employees to create and reinforce the desired company culture. Share stories about how followers should respond in different situations and the costs when they don't. Reinforce and communicate the importance of trust and teamwork—reward employees who live the desired culture. Accelerator 3: Development Opportunities Opportunities to participate in training improve skills, job performance, feelings of self-worth, and affective commitment to the organization. Development doesn't have to take the form of sending an employee to an expensive conference to accelerate organizational commitment. Simply letting employees practice and try new tasks or take reasonable risks and make decisions positively affects organizational commitment. Here are a few additional lower-cost, high-impact development opportunities : Coaching : Use existing coaching relationships to provide employee development feedback. Coaching with a development focus leads to improved morale and overall productivity. Social media: Integrating social media and networking into ongoing development is an inexpensive means of supporting employee development. Employee Networks: These networks create an inclusive environment, allowing people from diverse backgrounds to collaborate toward mastery. Mentoring: Mentoring creates a reciprocal and collaborative relationship that improves employee performance, sense of value, retention, and internal career progression. Depending on your situation, these organizational commitment accelerators may be the most important, or you may need to work on others. Building organizational commitment takes time, but taking steps in this direction is good for everyone—you, your employees, and your customers. What is your real organizational commitment challenge? References Ahmad, & Oranye, N. (2010). Empowerment, job satisfaction and organizational commitment: a comparative analysis of nurses working in Malaysia and England. Journal of Nursing Management , 18 (5), 582–591. Bulut, C., & Culha, O. (2010). The effects of organizational training on organizational commitment. International journal of training and development , 14 (4), 309-322. Caillier, J. G. (2013). Satisfaction With Work-Life Benefits and Organizational Commitment/Job Involvement: Is There a Connection? Review of Public Personnel Administration , 33 (4), 340–364. Doolittle, J. (2023). Life-Changing Leadership Habits: 10 Proven Principles That Will Elevate People, Profit, and Purpose. Organizational Talent Consulting. King, R., Sethi, V. The moderating effect of organizational commitment on burnout in information systems professionals. Eur J Inf Syst 6, 86–96 (1997). Meyer, J.P., & Allen, N.J. (1997). Commitment in the workplace: Theory, research and application. Thousand Oaks, CA: Sage Ortega-Parra, & Ángel Sastre-Castillo, M. (2013). Impact of perceived corporate culture on organizational commitment. Management Decision , 51 (5), 1071–1083. Ramdani Bayu Putra, & Hasmaynelis Fitri. (2021). The Effects of Mediating Job Satisfaction on Organizational Citizenship Behaviors with Servant Leadership and Human Relations as Antecedent Variables. Andalas Management Review , 5 (1). Walumbwa, F., Hartnell, C., & Oke, A. (2010). Servant-leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation. Journal of Applied Psychology, 95 (3).

Organizational Talent Consulting is elevating leadership and empowering organizational excellence through transformational executive coaching, leadership development, and organizational consulting to achieve your goals. Home: Welcome Do you want a better year than the one you just had? Get a plan to achieve your goals with transformational executive coaching, leadership development, and organizational consulting solutions that work. SCHEDULE A MEETING Get Weekly Inspiration Discover Your Leadership AHA 1. Schedule a meeting. 2. Execute the plan 3. Achieve your goals. + 80 % of people who receive coaching report increased self-confidence + 70 % of engaged employees are less likely to leave compared to disengaged employees + 15 % increase in revenue growth with strong leadership development programs Trending Insights Recommended F or You 7 Data-Driven Characteristics of Teams that make Better Decisions Think back to the last big decision your team faced. What were the options considered? How was the choice made? A recent extensive survey... How to Build Organizational Commitment in an Uncertain World What does it take to foster organizational commitment in an uncertain world? Marginal commitment might be the new normal, but that... 4 Ways Leaders Build Hope In Uncertain Times Did you wake up this morning looking forward to work? Work plays a significant role in the lives of most Americans. In a large study over... Understand Yourself Better. Lead Others Better. Have you ever overestimated your ability? I have. I've committed to projects and timelines to later wonder how I could be so off in the... 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Organizational Culture Consulting Organizational culture is the one thing that influences everything in business. Organizational Talent Consulting helps clients architect what their culture should be. Organizational Culture Consulting Organizational culture is the one thing that influences everything in business. Organizational Talent Consulting helps clients architect what their culture should be. SCHEDULE A MEETING Why it matters An organization's culture is identified as a critical factor in financially successful companies. But the benefits extend beyond performance and financial success to include employee morale, commitment, health, productivity, and well-being. As the world changes, organizations must change too. Developing the right co mpany culture is essential to sustainable growth and gaining a co mpetitive advantage. Although changing organizational culture is challenging, our approach is grounded in evidence from the fields of behavioral, industrial, and organizational psychology - and helps leaders successfully embed a culture that inspires employees to achieve strategic goals. THE SECRET TO A THRIVING COMPANY CULTURE Our Approach to Organizational Culture Consulting Create consensus on the current and preferred culture characteristics using a proven organizational culture framework and assessment . Identify stories about the best of what is and can be. Apply strategic foresight principles to wind tunnel the preferred culture against trends and possible market influences. Clarify the preferred cultural identity, values, knowledge, behaviors, and environment. Establish strategic plans that address organizational culture priorities, blockages, and solutions. Assess and develop leadership competencies to reinforce the preferred organizational culture. With a company's people, purpose, strategy, and culture aligned, leadership gains the vision and influence to bring out the best in the organization. SCHEDULE A MEETING Our Clients' Success in Organizational Culture Organizational Talent Consulting helped a privately held mid-sized engineering firm design a new way of operating across the company and identify the most important workgroup initiatives. By embracing change management principles and focusing on organizational culture, the company aligned its purpose, strategy, and vision to achieve breakthrough profitability. Our Solutions for Organizational Culture Change Cutlure Framework Culture Assessment Apppreciative Inquiry Strategic Foresight Change Management Explore Our Insights on Organizational Culture The Secret of a Thriving Company Culture Mergers & Acquisitions: The Importance of Creating a Shared Culture How to Detox a Toxic Culture 6 Organizational Culture Change Strategies Your path to culture change 1 Schedule a Meeting Help us understand your specific needs so we can determine your best next steps. 2 Partner with Us We assess and analyze your situation, provide insights and partner to develop solutions that bring out your best. 3 Learn - Change & Thrive With a plan that is proven to work for getting more out of life and work, you'll have the confidence and competence needed to maximize your full potential! SCHEDULE A MEETING 100% Money-Back guarantee Our Organizational Culture Guarantee We’re so confident you’ll love our organizational culture services and experience growth we offer a 100% satisfaction guarantee. If we do not meet your objective, we will refund your full fees. Connect with Jeff Doolittle Ready to create a thriving organizational culture ? Hi, I'm Dr. Jeff Doolittle . I'm determined to make your personal and professional goals a reality. My only question is, are you? SCHEDULE A MEETING WHITE PAPER: FREE GUIDE Discover the critical steps to ARCHITECTING CULTURE In this powerful white paper, discover the proven principles that lead to extraordinary success in shaping organizational culture. A download link will be sent to your email.

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