The Framework & Guidance to Create a High-Performance Culture

Is your culture aligned with your strategic goals? In partnership with pioneer People Ink (1999), we support education chiefs, superintendents, heads of school, and leaders in higher education to develop the capacity to distribute today’s culture leadership model. If it's good enough for many of the greatest brands and workplaces in the world, then surely it is worth exploring for your community.

“The future has already arrived - it’s just not very evenly distributed.”
— The workplace model has been found to outperform by all meaningful measures, worldwide.
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CHARACTER, SPIRIT, CREATIVITY - Create a culture that communities trust to consistently do the right thing, or go above and beyond.

BUILT TO LAST - Set things up to sustain, for the long-term.

INTERDEPENDENCE - Elevate the level of trust across the organization, the catalyst behind performance.


21st Century Evidence-Based Leadership

(2.5 minute explainer video)

Leading Schools Forward (2017)

Client results include a rare perfect score on an external site-assessment (accreditation), a seven hundred percent jump on an employee net promoter score (enthusiastic loyalty), a complete reversal in employee turnover, an increase of every measure of customer (parent) satisfaction, and dramatic jumps in performance following continued years in the negative.
— In partnership with People Ink, we help teams to create organizational cultures based on values and performance.
 

Partner, People Ink (1999) - Client Sample

 

Built on Values®

People Ink’s Culture Leadership System

Improvement has traditionally focused on strategy & culture separately. We don't.

Improvement has traditionally focused on strategy & culture separately. We don't.

We help you create and sustain an environment where people are inspired by a desire for significance and encouraged to act as leaders regardless of role. More specifically, we help you and your leadership team to:

  • Enlist everyone in a commitment to a shared purpose-inspired mission that speaks to them as individuals, ignites their passion, and unifies them in a meaningful endeavor.

  • Instill a deep commitment to values and a set of standards to which people at all levels can hold themselves accountable.

  • Build healthy, sustainable interdependency and connectedness among formal leaders, team members, customers (internal/external), partners, community members, and other stakeholders.

  • Create space by carefully promoting freedom from traditional constraints like hierarchy, and filling that space with carefully nurtured freedom to express oneself, experiment, and exercise leadership.

The process helps committed leaders shed their traditional authority hierarchy in return for significantly higher levels of resilience, employee loyalty, customer satisfaction (internal/external), and organizational performance. 

(Click above to learn about the specifics and to download a free readiness assessment.)   

 

“Values-Inspired Organizations Outperform”

See highlights below from the 2016 HOW Report (LRN)

Validated by The Center for Effective Organizations (USC)

 

 

“A Culture for Learning”

An investigation into the values and beliefs associated with effective schools

Research done by The Hay Group, a global management consulting firm. - A study of 134 public schools and over 4000 teachers.

 

“A People/Values-Centric Workplace”

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Does a leader need to be the smartest person in the organization to achieve growth and customer satisfaction?  No. In fact, being the smartest person in the organization can actually impede growth.

A people-centric organization focuses on the individual and liberating his or her innovative power. This principle is based on a belief that people want to be creative and that an organization must provide them with a setting in which they can express their creativity.

A people-centric culture emphasizes transparency and openness, and therefore also trusts in employees. In its recruitment process, people-centric organizations place a great deal of emphasis on hiring the right people—people who can manage in a challenging environment and where there is a high level of empowerment. Many of the organization's offerings to its employees in the form of education are voluntary, and employees can decide whether to opt in. Each year, the organization removes unnecessary bureaucratic features in order to give each employee more freedom and to facilitate communication and collaboration between colleagues.