Concerns regarding gender inequity (lack of female promotions to leadership positions).
Initiated a Listening Exercise (43 hours of focus groups and 1:1 interviews) with the organization, including those who exited in the past year.
Report with Findings and four Recommended Focus Areas shared with both the leadership and with the organization.
Engagement of the leadership and staff to contribute to creating their culture by identifying and defining their organizational values, creating a department vision and addressing staff’s lingering concerns.
Micro (leadership-level) and macro (staff) engagements.
Specifically interventions involved:
Leadership programs to develop effective communicating skills.
Ensuring leader sponsorship and sustainment of the culture change.
Team development, coaching, strategic mindset, and staff development.
Culture work was spear-headed through a strategic visioning process (a declaration of desired culture) with leaders and some staff, and a values creation exercise with staff members’ input – identifying and defining one value each month.
Culture ambassador grass roots movement.
Quantitative evaluation at six months.
Qualitative evaluation (listening exercise) at 12 months.
Staff empowered and encouraged to voice their concerns.
Staff felt they were equal contributors to shaping their department culture.
Improved optimistic view of their future.
Improved leadership and communication / conflict resolution skills.
Staff’s increased confidence in leadership.
Greater sense of connection & community.
Higher team performance.
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