Our Process

We provide our clients the tools and the environment to create the culture they desire; a high-performing culture that fulfills a strategic and inspiring future. We call this designing and fulfilling a deliberate and intentionally-created culture. Inside this culture, each and every leader and employee takes ownership of, and responsibility for, their organization’s success. Once a powerful and strategic future is created, and the deliberate culture that fulfills that future has emerged; we address having the intentional culture be sustainable over time. Organizations that successfully fulfill their strategy, as well as their culture, have common traits: resilience, readiness for change, the ability to move with velocity, cross-functional collaboration, high employee engagement, and unprecedented business results. The next issue to tackle, the next accomplishment, is sustainability of the new created culture. We cause this by institutionalizing four foundations of a high performing culture: extraordinary communication, impeccable integrity, authenticity and accountability.

Most leaders have realized that in order to fulfill the future they’re committed to, a deliberate, intentional, and purposeful culture is required. The path to creating this culture sometimes looks daunting – especially as viewed from inside the current culture and paradigm. However, an effectively engineered and deliberate culture makes issues that could seem insurmountable simple to resolve.

We begin by identifying the current culture, which we call the “default” culture. We then distinguish the productive and non-productive behaviors that are driven by this culture and illuminate the hidden human costs, as well as the impact on business results.

We then give people an opportunity to share what works and what doesn’t work – as well as their ideas for a powerful future for their company.

We teach people a foolproof, four-step process for creating extraordinary communication. We also introduce a “new” definition of integrity… honoring one’s word as oneself. The team steps into a new realm of possibility as they see they must have agreements, authenticity and accountability with their colleagues in order to have partnership, power and integrity.

Thirty-four years of working in organizations has shown us that no matter how well intended, or serious and committed people are, they must also have the ability to be extraordinary communicators and be 100% accountable in order to produce extraordinary results.

Change and growth significantly impact organizational culture. We have observed that organizational change has many collateral effects. Organizational change forces individuals and people beyond their comfort zone, thus they are more likely to default to old habits versus creating new futures. Growth “stretches” people and often compels them to rely on behaviors that create “turfing” rather than cohesion and collaboration.

The solution we provide has an organization create a “deliberate and intentionally designed culture” making core values regularly accessible action drivers.

As a function of participating in this deliberate culture design, people become more accountable and responsible for the success of their organization. This leaves them personally motivated – and most critically – deeply engaged.

Many have observed a changing paradigm for people in the workplace – the most talented and passionate employees want a purpose, not just a paycheck, they want coaches, not bosses, and they want ongoing conversations, not annual reviews. Organizations that create deliberate cultures are able to recruit, retain and engage the best and brightest talent.

Our process helps answer these questions:

  • What are the business outcomes you are committed to that make creating a deliberate and intentional culture necessary?
  • Does your organization have an accidental culture or a deliberately created culture?
  • What new possibilities for performance does your current culture prevent you from seeing?

Employee Engagement

Real employment engagement is a rare sighting in the workplace. Gallup, which has been tracking employee engagement for years, reports that as of June 2017 only 33% of Americans on average are engaged in their work — that is to say, “involved in, enthusiastic about, and committed to their work.”

Gallup research shows that employee engagement is strongly correlated to business outcomes, including productivity, profitability and customer engagement. Employees are considered engaged based on their rating of workplace elements such as “believing their opinions count at work, having an opportunity to do what they do best each day, and having someone at work who encourages their development.”

The changing paradigm for “people in the workplace”


  • Don’t work for a paycheck – they want a purpose
  • Are not pursuing job satisfaction – they are pursuing development
  • Don’t want bosses – they want coaches
  • Don’t want annual reviews – they want ongoing conversations
  • Don’t want to fix their weaknesses – they want to develop their strengths
  • No longer see a job as just a job – it’s their life as well

Source: The Washington Times

What is most important to people:

  • Being treated with respect and dignity
  • The opportunity to make an impact on their organization in a manner that is consistent with their values
  • Experiencing being listened to – being heard and known
  • Being rewarded with increased responsibility
  • Being part of a team and working toward a shared goal
  • Being able to trust the leaders of their organization