Without the right combination of mindsets and behaviours in place in can be impossible to effect any change let alone achieve optimal performance. After all, in the words of Peter Drucker, "Culture eats strategy for breakfast". 

In saying this, he wasn’t suggesting that strategy was not important – it is! But rather, he was saying that the culture of an organization can have as much, if not more, impact on the success of that strategy. 

We define culture in an organization simply as “how we do what we do”. In other words, the assumptions and resulting behaviours that are in practice exhibited within the organization (a.k.a considered “ok”) in the pursuit of its objectives. These behaviours could relate to:

• the way and extent to which we collaborate
• the amount of managerial oversight and control typically required on a file
• how proactive and creative people are at finding solutions when they encounter problems
• how much people are willing to speak up when they have concerns
• etc. 

From a Lean perspective, we want to encourage behaviours throughout the organization – at all levels – that minimize interruptions to flow and promote employee engagement. The Shingo Prize for Operational Excellence awarded by the Shingo Institute refers to “ideal behaviours” grounded in business principles that in one way or another apply to all organizations – be they commercial, government, not-for-profit, manufacturing, services, etc. See here for more information on Shingo: https://shingo.org/model/

Having the ability to objectively identify where we are now (current assumptions and behaviours) and where we want to be (ideal assumptions and behaviours) AND developing a plan on how to get there, can be a real game-changer. It’s about deliberately shaping our organization’s culture. Which, practically-speaking, is about maximizing the potential of every individual in the organization in the pursuit of its objectives.

This workshop covers and links together the following content:

• High Performance Team Model
• Individual Accountability
• Trust and Psychological Safety
• Requests and Commitments: how to optimize collaboration and avoid saying “yes” when you should say “no” (and to safely and productively manage how to say “no”)
• How to effectively give feedback with a view of helping one another grow, both personally and professionally

In this content area, we cover:

• The link between mindsets and behaviours – more specifically how individual mindsets (pre-conceptions and assumptions) can get in the way of developing desired organizational behaviours
• Practical and immediately applicable behavioural models for participants to start building a culture of: High Performance; Accountability; Trust; Collaboration; Continuous Improvement
• Starting with leaders, gaining insight on what about “me” makes it difficult to shift my behaviour in a way that I want, and how to overcome it.