Culture Change

Read Scott Schweyer's five-part series on Culture Change.

Bolt-On Programs or Built-In Culture Change
Over the past few decades of working with hundreds of senior management teams while leading The Achieve Group (now AchieveGlobal) and The CLEMMER Group, I've seen the strategic, the tactical, and the totally lost. More
Culture Change Starts with the Management Team
When change fails, it can almost always be traced to dysfunctional leadership. More
Customer Satisfaction is a Reflection of Employee Satisfaction
A company's external customer service is only as strong as the company's internal leadership, and the culture of commitment that this leadership creates. More
Harnessing the Energy of Change Champions
When I look back at the hundreds of team or organization changes I've been involved in during the last three decades, the most successful – and certainly all major ones – were driven by "monomaniacs with a mission." More
How Many Companies Lose That Loving Feeling
Many successful companies are started by passionate zealots, full of energy and excitement. But once the Technomanagers take over, people are turned into their roles, systems, and processes — then their heart and soul are lost. More
How Total is Your Quality Management?
Discipline, consistency, and new habit formation moves organizations from Partial Quality Management to true Total Quality Management. More
Improvement Planning for Taking Charge of Change
Continually improving our capabilities calls for coordination and planning. The goal of planning isn't plans, however, but action. More
Improvement Planning Infrastructure and Process
Personal, team, or organization improvement doesn't happen just because we want to get better. Unless we have the infrastructure and processes for constant and ongoing improvement, it's all just wishful thinking. More
Innovation Needs a Culture of Trust and Openness
If we want more experimentation and learning on our teams or organizations, we must establish an atmosphere that builds self-confidence and trust. More
Innovation Through Accidents and "Controlled Chaos"
The innovation paradox: Random, chaotic, and unpredictable innovations need a stable management system and process to nurture the growth and development of "lucky breaks." More
Leaders Care for Organization Culture and Context
Redefining a leader's role from operational manager to context leader, can be one of the key factors in the success of dealing with change in the organization. They spend less time managing the day-to-day business and time caring for the organization's culture. More
Leaders Make the Difference
Not all organizations perform equally. The significant variable is the quality of leadership. More
Morale Problem? Look in the Mirror
Creating the conditions for self-motivation leads to satisfied employees producing satisfied customers. More
More Change Demands More Leadership
Now, more than ever, organizations need the bonding glue of a strong culture to hold everything and everyone together. At the core of that culture is a strong leader pulling the team together. More
Organizational Changes to Deal with Whirlwinds of Change
Today's societies, organizations, and people have gone — and are going — through major changes. Emerging from research are key elements and characteristics of top performing organizations in today's environment. More
Our Values Shape Our Character and Culture
The vision and values we choose to fix in our minds today determines tomorrow's character and culture. We start to change who we're becoming and where we're headed when we change what we value and picture in our future. More
Pathways and Pitfalls to Clarifying Organizational Values
Effectively using values to care for the context and provide focus to a team or organization can be very difficult leadership acts. Discover the Clarifying Organizational Values approaches that can help you to avoid the pitfalls and pave your organization's pathway to success. More
Pathways and Pitfalls to Living Organizational Values
Core values are critical to effectively leading people. Discover the Living Organizational Values approaches that can help you to avoid the pitfalls and pave your pathway to success. More
Three Core Questions That Define Organizational Culture
The 3 Ps — picture or preferred future, principles, and purpose — are critically important. Our answers to three basic questions define the team and/or organizational culture we are trying to create. More
Two Keys to Adding Values
Designing statements, putting them into action and consistently showing what the organization stands for. More
Values-Based Leadership Has Huge Pay-Offs
Teams and organizations with well-grounded, shared values that are alive and thriving, have much higher than average performance. These leaders, teams and organizations identify and live their core values. More
Vital Steps to Leading a Peak Performance Culture
Leadership and organization culture are THE critical X factors. "Soft" leadership and culture boosts or BLOCKS strategy, structure, and change initiatives. More
With All My Heart and Soul
We need to be less afraid of death and more frightened by an empty life. When we feel the most love, passion, or energy is when we are the most alive. That's when our soul sings. More
You Can't Build a Team or Organization Different from You
We can't build a team or organization that's different from us. Successful team or organization leadership begins with successful self-leadership. The first step in improving my team or organization is improving me. More

General

Organization Improvement

Self-Leadership

Leading Others