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Enhancing Organizational Culture Through Leadership Development

By gothamCulture
Published at In Category Blog

Leadership is the invisible hand that creates, nurtures, and guides the culture of any organization. Think about it: when a leader enters the room, the energy shifts. Whether that shift is toward positivity, collaboration, and trust—or toward tension and uncertainty—depends largely on how that leader embodies and promotes the values of the organization. Leadership doesn’t just steer operations; it molds how people interact, solve problems, and engage with their work. 

It’s no secret that strong leadership is the foundation of a healthy organizational culture that elicits the behaviors needed to drive your strategy. But how exactly does leadership shape culture? How can organizations ensure that their leaders are contributing positively to that culture? Let’s explore. 

The Role of Leadership in Shaping Organizational Culture

When we talk about organizational culture and leadership, it’s impossible to separate the two. Culture is essentially the DNA of an organization—the shared values, beliefs, and norms that influence everything from decision-making to employee behavior. Leadership, on the other hand, is the expression of that culture through action and a key mechanism of reinforcing and rewarding desired behaviors. 

Leaders are the embodiment of what an organization truly values. When leaders communicate openly, demonstrate integrity, and encourage collaboration, they reinforce a culture that values trust and transparency. For example, a leader who makes time for regular check-ins with their team, asks for feedback, and acts on that feedback is showing that they prioritize open communication. This behavior becomes a model for how employees should interact with each other. 

Conversely, when leaders fail to align their actions with the organization’s stated values, it can breed confusion and disengagement. Imagine a company that prides itself on innovation, yet the leadership team discourages new ideas or shoots down creative solutions. This disconnect sends a clear message: innovation isn’t truly valued here, and that misalignment can erode trust and morale. 

In short, leadership defines, transmits, and sustains organizational culture by modeling the behaviors they want to see. This is why leadership development is so crucial for organizations that want to maintain a healthy, dynamic culture. 

Utilizing Leadership Development Surveys to Assess Impact

So, how do you ensure your leadership is effectively shaping your organizational culture? That’s where leadership development and the assessment of leaders comes in. 

Leadership development assessments typically include surveys which can be powerful tools designed to gather feedback on how leaders are perceived within the organization. They typically assess various aspects of leadership, such as communication skills, decision-making, emotional intelligence, and how well leaders embody the company’s core values. Think of these surveys as a mirror, reflecting how leadership behaviors are impacting the culture. 

For instance, a leadership development survey might ask employees, “Do you feel your manager provides you with the support you need to succeed?” or “Does leadership promote an environment where new ideas are encouraged?” The responses to these questions provide actionable insights into leadership strengths and areas for improvement. 

The beauty of leadership development surveys is that they don’t just highlight where leaders are falling short—they also reveal their strengths. Identifying these strengths is just as important because it allows organizations to build on what’s working and replicate successful leadership behaviors across the board. 

Once the data is in, the real work begins. Surveys aren’t just about gathering feedback—they’re about taking that feedback and using it to create targeted leadership development strategies. 

The Strategic Function of Leadership Development

Interpreting survey results and turning them into meaningful action can be a challenge for leaders. This is where external support can come into play. 

Leadership development consultants help organizations make sense of survey data by identifying patterns, trends, and areas of concern that may not be immediately obvious. For example, if a survey reveals that employees across multiple departments feel disconnected from leadership, a consultant can dig deeper to understand whether this is a communication issue, a lack of visibility from leadership, or something else entirely. 

Once the issues are identified, consultants work with the organization to create tailored development plans that address specific needs. This might involve leadership coaching, workshops, or strategic retreats focused on areas like emotional intelligence, communication, or conflict resolution. The goal is to equip leaders with the skills and insights they need to strengthen the organizational culture. 

But consultants don’t just hand over a development plan and walk away. They help implement these strategies and track progress over time to ensure that the initiatives are having the desired impact. In essence, they act as a guide through the process of transforming leadership and, by extension, the culture. 

Hypothetical Scenarios: Leadership Development in Action

To see this in action, let’s consider a hypothetical scenario. Imagine a mid-sized tech company that prides itself on being agile and innovative. However, recent feedback from a leadership development survey reveals that employees feel their leaders are risk-averse and reluctant to embrace new ideas. 

A leadership development consultant is brought in to interpret the data. After analyzing the results, the consultant recommends a series of leadership workshops focused on encouraging creative problem-solving and fostering a more open, risk-tolerant mindset. 

The workshops include role-playing exercises where leaders practice responding positively to unconventional ideas, as well as group discussions about the barriers to innovation within the company. Over time, the leaders start to adopt more open-minded behaviors, and the company begins to see an increase in innovative projects and employee engagement. 

This is just one example of how targeted leadership development initiatives, informed by surveys and supported by consultants, can lead to meaningful cultural change. 

Best Practices for Leadership Development and Cultural Enhancement

If you’re looking to enhance your organizational culture through leadership development, here are some best practices to keep in mind: 

1. Select the Right Tools: Not all leadership development tools are created equal. Choose tools that align with your organization’s specific goals and culture. The Leadership Mosaic, for example, is an excellent option for organizations looking for comprehensive organizational culture assessment tools. 

2. Customize Development Plans: Leadership development should never be one-size-fits-all. Tailor your development initiatives to address the unique challenges and opportunities within your organization. 

3. Align Leadership with Organizational Goals: Ensure that your leadership development efforts are directly aligned with your company’s long-term goals. For example, if innovation is a core value, focus on developing leadership behaviors that encourage risk-taking and creativity. 

4. Measure Impact Over Time: Leadership development is an ongoing process. Use regular surveys and other feedback mechanisms to measure the impact of your initiatives and adjust your strategies as needed. 

By following these best practices, organizations can create a leadership development program that not only improves individual leaders but also strengthens the organizational culture as a whole. 

Turning Insights into Action

Leadership shapes culture, and culture shapes success. By investing in leadership development, organizations can ensure that their leaders are not just managing day-to-day operations but are actively contributing to a culture that fosters growth, innovation, and collaboration. 

Leadership development surveys and consultants are invaluable tools in this process. They provide the feedback and expertise needed to make meaningful, lasting changes that benefit both leaders and the broader organization. 

If you’re ready to take the next step in developing your leadership team and enhancing your organizational culture, now is the time to act. Start by assessing your current leadership practices, gathering feedback, and building a development plan that will lead your organization to a brighter, more dynamic future. 

Enhancing Leadership Effectiveness Through Targeted Feedback and Development

By gothamCulture
Published at In Category Blog

Picture this: You’re walking into your workplace on a Monday morning. The energy is palpable—teams are collaborating seamlessly, ideas are flowing freely, and there’s a sense of shared purpose that makes you excited to contribute. Now, imagine another Monday where the atmosphere feels tense, communication is sparse, and employees seem disengaged. The stark difference? It all boils down to organizational culture and leadership. 

Leadership is the cornerstone of any organization’s culture. Leaders set the tone, embody the values, and create an environment where employees either thrive or merely survive. When leaders are aligned with the organization’s core values and demonstrate them consistently, it fosters a positive culture that encourages trust, innovation, and collaboration. Conversely, when leadership is misaligned or inconsistent, it can lead to a toxic culture that stifles growth and diminishes employee morale. 

But how exactly does leadership shape organizational culture? Let’s dive deeper. 

Effective leaders are not just managers; they are visionaries who inspire their teams and create positive, sustainable change. They communicate the organization’s mission and values clearly, ensuring that every team member understands their role in achieving common goals. By modeling desired behaviors, leaders create a blueprint for what is and is not acceptable within the workplace. This modeling is crucial because employees often emulate the behaviors they observe in their leaders. 

Moreover, leaders who prioritize open communication and transparency build a culture of trust. When employees feel heard and valued, they are more likely to engage actively with their work and contribute innovative ideas. On the flip side, leaders who are closed off or dismissive can create an environment of fear and uncertainty, where employees are reluctant to share feedback or take initiative. 

Understanding and Implementing the Leadership Mosaic

Enter the Leadership Mosaic—a powerful tool designed to assess and enhance leadership effectiveness within your organization. But what exactly is the Leadership Mosaic, and how can it transform your leadership development efforts? 

At its core, the Leadership Mosaic is a comprehensive leadership development survey that provides multi-rater feedback on a leader’s performance. This tool is part of a broader suite of organizational culture assessment tools that help organizations understand the intricate dynamics between leadership behaviors and organizational culture. 

Implementing the Leadership Mosaic involves several key steps: 

• Survey Design and Deployment: The Leadership Mosaic consists of 60 thoughtfully crafted questions that cover various aspects of leadership, from strategic thinking to emotional intelligence. These questions are designed to elicit honest and constructive feedback from multiple sources—direct reports, peers, supervisors, and even the leaders themselves. 

• Data Collection and Anonymity: To ensure candid responses, the Leadership Mosaic can be deployed digitally with individualized links that maintain respondent anonymity. This encourages more honest and insightful feedback, as employees feel safe sharing their true opinions without fear of repercussions. 

• Comprehensive Reporting: Once the survey is complete, the Leadership Mosaic generates detailed reports that highlight a leader’s strengths and areas for improvement. These reports are not just numbers on a page; they provide actionable insights that can guide personal and professional development. 

• Integration with Organizational Goals: The insights gained from the Leadership Mosaic are aligned with your organization’s strategic objectives. This ensures that leadership development efforts are not just theoretical exercises but are directly contributing to the achievement of your business goals. 

By leveraging the Leadership Mosaic, organizations can create a feedback-rich environment where leaders are continuously learning and growing. This ongoing development is essential for maintaining a healthy and dynamic organizational culture that can adapt to changing business landscapes. 

Interpreting Leadership Mosaic Results for Strategic Development

Gathering feedback is just the beginning. The true value of the Leadership Mosaic lies in how you interpret and act on the results. Here’s how to turn those insights into strategic development: 

• Identify Key Strengths and Weaknesses: Start by analyzing the survey results to pinpoint areas where leaders excel and where they need improvement. For instance, a leader might be outstanding in strategic planning but may need to develop better communication skills. 

• Set Clear Development Goals: Based on the identified areas, set specific, measurable goals for each leader. These goals should align with both their personal growth and the organization’s broader objectives. For example, if communication is a weakness, a goal could be to improve active listening skills through targeted training. 

• Create Personalized Development Plans: Develop tailored development plans that address each leader’s unique needs. This might include a combination of workshops, one-on-one coaching sessions, and practical assignments that allow leaders to apply new skills in real-world scenarios. 

• Monitor Progress and Provide Ongoing Support: Leadership development is an ongoing process. Regularly revisit the survey results and development goals to track progress and make necessary adjustments. Providing continuous support ensures that leaders stay on track and remain motivated to improve. 

• Foster a Culture of Continuous Improvement: Encourage leaders to view feedback as a valuable tool for growth rather than a punitive measure. By fostering a positive attitude towards feedback, you create an environment where continuous improvement is part of the organizational DNA. 

Role of Leadership Development Consultants

While the Leadership Mosaic provides invaluable insights, interpreting these results and translating them into effective development strategies can be challenging. This is where leadership development consultants come into play. 

Leadership development consultants are experts who specialize in helping organizations maximize the impact of tools like the Leadership Mosaic. They bring a wealth of experience and a fresh perspective, enabling them to identify underlying issues that may not be immediately apparent from the survey results alone. 

Here’s how leadership development consultants can enhance your leadership effectiveness efforts: 

• Expert Interpretation of Data: Consultants help decipher the survey results, identifying patterns and trends that may require strategic intervention. Their expertise ensures that no critical insight is overlooked, providing a deeper understanding of the data. 

• Customized Development Strategies: Based on the survey insights, consultants design bespoke development programs tailored to your organization’s unique needs. These programs are designed to address specific leadership gaps and leverage existing strengths, ensuring a balanced approach to development. 

• Implementation Support: Consultants don’t just design strategies—they help implement them. Whether it’s facilitating workshops, conducting training sessions, or providing one-on-one coaching, consultants ensure that development initiatives are executed effectively and sustainably. 

• Measuring Impact: To ensure that leadership development efforts are yielding the desired results, consultants establish metrics and monitoring systems. This allows you to track progress over time and make informed decisions about future development initiatives. 

• Enhancing Organizational Culture: By developing strong, effective leaders, consultants indirectly influence and enhance the overall organizational culture. Leaders who are adept at managing their teams, communicating effectively, and embodying organizational values contribute to a positive and productive workplace environment.

Organizational culture consultants play a pivotal role in bridging the gap between leadership development and cultural enhancement. They ensure that leadership growth is not an isolated effort but is integrated seamlessly into the broader cultural framework of the organization. 

Turning Insights into Action

Leadership development is not just about improving individual leaders; it’s about transforming the entire organizational culture. By utilizing tools like the Leadership Mosaic and partnering with skilled consultants, organizations can create a culture where leadership and culture are in harmony, driving sustained performance and growth. 

Imagine a scenario where your leaders are not only meeting their development goals but are also actively fostering a culture of trust, innovation, and collaboration. Employees feel valued and engaged, leading to higher retention rates and better overall performance. This is the power of targeted feedback and strategic development. 

So, if you’re ready to take your leadership effectiveness to the next level and cultivate a thriving organizational culture, consider integrating the Leadership Mosaic into your development programs. Listen to the insights, act on them strategically, and watch your organization transform from the inside out. 

Implementing Effective Culture and Climate Surveys

By gothamCulture
Published at In Category Blog

Imagine this: You walk into an organization, and within minutes, you feel the energy. It’s hard to define but it’s palpable. In any organization you may walk into, people seem either motivated and engaged, or they’re punching the clock, hitting that next level in the latest app game on their phone, disengaged. 

What you’re sensing is the organization’s culture and climate, two invisible forces that drive behavior and performance in any workplace. But how do you actually measure something as intangible as culture or climate? That’s where organizational culture survey tools come in and can play a role, designed to capture the pulse of your workplace and shed light on what’s going well and where improvements are needed. 

But what exactly are culture and climate surveys, and how do they differ? Let’s break it down. 

Culture surveys dive deep into the foundational values, beliefs, and norms that shape an organization and the “way they do business”. They attempt to answer the “why” behind the observable behaviors one may experience—why do people act the way they do here? Culture surveys are long-term in nature, focusing on deeply held values, beliefs, and assumptions that change slowly over time. 

On the other hand, climate surveys capture the “what” and “how” of the day-to-day experience. These surveys measure the current atmosphere of the workplace, focusing on employee perceptions of organizational concepts such as leadership, communication, and work conditions. Climate can shift more rapidly, depending on external factors like leadership changes or policy adjustments. 

Together, these tools provide a comprehensive view of your organization. Let’s explore how to use them effectively. 

Key Types of Culture and Climate Surveys

When choosing the right survey, it’s essential to know your options and which one fits your needs. 

Corporate Culture Survey: This survey is often used in large organizations to gauge the alignment between corporate values and employee behavior. Are employees embodying the company’s mission and values? A corporate culture survey can help identify gaps between stated corporate values and actual practices. 

Organizational Climate Survey: Think of this as a snapshot of your organization’s atmosphere at any given moment. How do employees feel about leadership, policies, and workplace dynamics? This survey is a go-to for understanding immediate challenges that may affect morale and performance. 

Employee Climate Survey: Tailored specifically to employees, this survey focuses on how the workforce perceives the organization’s environment. It captures attitudes toward leadership, communication, and work-life balance. It’s particularly useful if you want to make quick adjustments to improve employee satisfaction. 

Staff Climate Survey: Similar to an employee climate survey, but often used for specific teams or departments within an organization. This targeted approach can uncover department-specific challenges that may not be apparent when surveying the organization as a whole. 

Workplace Climate Survey: This broader survey covers the entire working environment, from the physical workspace to emotional well-being. It’s ideal for identifying overarching issues that affect the workplace’s effectiveness, such as safety, collaboration, and resource availability. 

These surveys each serve a unique purpose, helping you target specific areas of your organization for improvement. But how do you ensure the survey yields meaningful results? That’s where design comes in. 

Designing and Conducting Effective Surveys 

Designing a survey is much like asking for directions: If your questions are vague, the answers will be too. A well-designed culture survey is clear, concise, and targeted to the issues you want to address. Here’s how to make sure your survey delivers actionable insights: 

Start with Clear Objectives: What do you want to learn? Are you interested in employee perceptions of leadership? Or are you more focused on understanding how well your organizational values are understood and embraced? Before writing questions, make sure your objectives are crystal clear. 

Ask the Right Questions: In a culture survey, for example, you might ask questions like, “Do you feel that our organizational values align with the way we work?” This gets to the heart of whether your culture is truly lived day-to-day. For a climate survey, you might ask, “Do you feel that communication within your department is effective?” to gauge the immediate working environment. 

Be Consistent and Objective: Use consistent scales for your questions (e.g., Likert scales with options from “Strongly Agree” to “Strongly Disagree”) so that you can easily compare responses across different teams and departments. 

Encourage Honest Feedback: Anonymity is key. Employees are more likely to provide truthful answers if they know their feedback cannot be traced back to them. Explain the anonymity upfront to build trust. 

Keep It Short and Focused: Long surveys can lead to survey fatigue, where participants rush through questions or provide less thoughtful responses. Aim for a survey that can be completed in 10–15 minutes. 

Conducting the survey is only half the battle. The real work begins when it’s time to analyze and act on the results. 

Analyzing Survey Results for Organizational Impact 

So, you’ve collected the survey responses—now what? Survey analysis is where the magic happens, transforming raw data into actionable insights that can shape your organization’s future. 

Identify Trends and Patterns: Are there recurring themes across departments? For example, if multiple teams highlight poor communication as a challenge, you know this is an area that requires immediate attention. Group similar responses to identify patterns. 

Compare Against Benchmarks: If you’ve conducted similar surveys in the past, compare the current results with previous ones to see if there have been improvements or declines in key areas. If this is your first survey, consider using industry benchmarks to gauge how your organization stacks up. 

Segment the Data: Break the data down by department, tenure, or seniority. This segmentation can help you spot localized issues. For example, one team may be thriving while another struggles with leadership challenges. Knowing where the problem lies allows you to take targeted action. 

Turn Insights into Action: The goal isn’t just to gather data; it’s to make improvements. Once you’ve identified key issues, create an action plan. For instance, if the survey revealed low morale due to unclear communication from leadership, plan a strategy to address this—perhaps through more frequent town halls or one-on-one check-ins. 

Communicate the Results: Transparency is essential. Share the results with your team and outline the steps you plan to take in response to their feedback. This not only builds trust but also shows that you value their input. 

Building a Stronger Organization 

Culture and climate surveys offer a powerful way to get a pulse on your organization, helping you make data-driven decisions that can lead to improved morale, higher engagement, and better performance. By understanding the difference between these surveys, designing them effectively, and analyzing the results with purpose, you can build an organization where both culture and climate are aligned with your business goals. 

So, ready to take the pulse of your workplace? It’s time to listen, learn, and lead your organization to success. Contact us, we’re just a conversation away. 

Developing Leaders Through 360-Degree Feedback

By gothamCulture
Published at In Category Blog

Leadership is about more than simply helping leaders understand their own self-perceptions. A well-designed leader development process that provides targeted development experiences to leaders at various times of their career journeys can benefit from the inclusion of a 360-degree feedback tool that can provide critical insights into how others experience a person’s leadership behavior.  

The Leadership Mosaic Survey not only collects input from peers, direct reports, and supervisors but also emphasizes balancing twelve key groups of leadership behaviors. Behaviors that have been empirically linked to long-term performance. 

By examining these key factors of sustainable leadership effectiveness, the 360-degree feedback survey reveals gaps between how leaders view themselves and compares that self-assessment to how others perceive their leadership behavior in the workplace. Whether you’re an executive or new to leadership, understanding these gaps can be invaluable to long-term growth, especially when paired with intentional follow-on support. 

Why 360-Degree Feedback Matters  

Leadership is about trust, collaboration, and influence—not just hitting performance targets. That’s why 360-degree feedback surveys are so valuable. The questions focus on key leadership components and behaviors that are observable by others with whom they work in the day-to-day. 

By providing feedback across these dimensions, the Leadership Mosaic Survey helps leaders understand how they can improve team dynamics, sharpen communication, and strengthen their strategic influence.

Turning Feedback Into Leadership Action  

The true power of feedback lies in how it’s used. The Leadership Mosaic Survey gives leaders more than just data—it delivers a comparative performance assessment that links leadership behaviors to real outcomes like team performance and customer satisfaction. Leaders can use these insights to refine behaviors and take clear steps toward improvement. 

Personalized Leadership Growth  

Every leader’s journey is unique, and the Leadership Mosaic reflects that. It personalizes the feedback process, focusing on specific leadership behaviors within the Mosaic Framework. This tailored approach helps leaders identify the areas most critical for their growth.  

Bridging Feedback and Growth  

Feedback matters only if it’s used for improvement. Imagine a scenario where a leader receives feedback that while they collaborate well with their team, they struggle with adapting to change. Armed with this knowledge from the Leadership Mosaic Survey, the leader can prioritize in this area by improving their flexibility and approach to change management. This targeted growth enables them to lead more effectively, ensuring they’re not just good at collaborating but also responsive to dynamic organizational needs 

If you’re ready to explore how the Leadership Mosaic Survey can help you, contact James O’Flaherty at james.oflaherty@gothamculture.com to schedule a demo. 

Exploring the Future of Workforce Training with Expert Adaptive Learning Consultants

By gothamCulture
Published at In Category Blog

Workforce training is evolving quickly, driven by new technologies and a growing desire to personalize learning experiences and provide just-in-time learning to employees with the learning they need at just the right time. In this transformation, adaptive learning consulting has become essential, serving as a key partner for businesses looking to derive the most value from their learning and development budgets. These consultants utilize creative adult learning strategies to design training programs tailored to the specific needs of each organization. Let’s explore the significance of adaptive learning and discover how it can change the way your organization approaches talent development. By adopting these innovative methods, your workforce will be equipped not just with the right tools, but also prepared to support the successful execution of your organizational strategy. 

The Evolution of Workforce Development 

In the not-so-distant past, workforce training often followed a one-size-fits-all approach — a standard curriculum delivered in a classroom setting or, more recently, via digital platforms without the ability to cater to individual learner needs. This inflexible format was inherently restrictive, failing to fully utilize educational technologies and accommodate the varied learning styles and speeds of employees. Consequently, these methods of delivering learning and development did not maximize the potential return on investment that can be achieved with more individualized delivery that accounts for each individual’s specific needs.  

These modern approaches have initiated a transformative shift. Revolutionary technologies, especially those powered by artificial intelligence, have led to the emergence of adaptive learning. This approach customizes the educational journey to suit the individual profile and needs of each learner. The rise of adaptive learning represents more than just an update in educational methods — it signals a fundamental shift in how organizations foster talent development. Let’s take a closer look at this shift towards adaptive learning and its impact on enhancing your workforce’s capabilities. 

The Shift to Adaptive Learning: A Change in Employee Development 

Understanding Adaptive Learning 

Adaptive learning systems use sophisticated algorithms and machine learning to assess each individual learner’s knowledge base, skill set, and preferred learning style, customizing the educational content to fit their needs. This creates a dynamic learning environment that adjusts in real time, ensuring learners are consistently challenged at the right level without feeling overwhelmed. 

Benefits of Adaptive Learning 

The most obvious benefit of utilizing an adaptive learning approach is the ability to reduce overall training time by eliminating the need for learners to spend time reviewing concepts they are already adept at. That said, the benefits of adaptive learning go well beyond just making training more efficient. By aligning with each employee’s unique learning profile, these systems significantly boost engagement and motivation—key ingredients for effective learning. As employees become more satisfied with their training experiences, they often report better knowledge retention and application skills, which can lead to enhanced business outcomes. Furthermore, the data-rich environment offered by adaptive learning enables precise measurement of training success and identification of areas needing more attention, ensuring that investments in training deliver measurable returns. 

Role of Adaptive Learning Consultants 

Expert Insight 

Adaptive learning consultants serve as guides and architects, charting the course for the integration of adaptive learning into your organization’s training programs. Their expertise lies in understanding the technology and methodologies that underpin adaptive learning and translating these into real-world applications tailored to your unique business needs. 

Strategic Advantage 

Expert consultants contribute a strategic perspective to the adaptation of learning. By customizing learning paths, they facilitate the development of skills precisely calibrated to your organization’s objectives. They also offer scalability in training solutions, enabling growth and evolution without the need to redesign your educational framework from the ground up. Finally, their solutions enhance retention rates, ensuring that acquired knowledge doesn’t just linger in the short-term memory but becomes a lasting asset to both the individual and the organization. 

Implementing Adaptive Learning: Strategies for Success 

Choosing the Right Consultant 

The efficacy of an adaptive learning program is only as good as the consulting team that designs it. When seeking a partner in adaptive learning consulting, consider their track record – have they successfully developed learning programs for organizations similar to your specific needs? What is their approach to needs analysis, development, and post-deployment support? Do they bring a well-rounded team of learning specialists, technology experts, and data analysts to the table? 

Blueprint for Integration 

Integration is a key challenge in adopting adaptive learning into your organization’s learning strategy. A strategic approach, created by seasoned advisors, involves several key steps. First, conducting a thorough analysis of training needs across the variety of roles within an organization, leveraging both qualitative and quantitative data. Next, a content library must be developed which aligns to these needs. Next, developing an adaptive learning model, considering how and when the system will adapt to learners’ progress within the operating context of your organization. Finally, deploying the technology, ensuring it’s seamlessly woven into the fabric of existing training programs. 

Navigating Challenges 

Adopting technology is seldom without its challenges. Resistance to change, budget constraints, and technical issues can all impede progress. However, with the right consultant by your side, your organization can mitigate these risks. Consultants can cultivate buy-in from stakeholders by highlighting the personalized benefits of adaptive learning. They can also provide cost-effective solutions, and their technical expertise ensures a smooth implementation and operation of the system. 

The Transformative Potential: Partnering with gothamCulture 

gothamCulture’s Adaptive Learning Consulting services stand at the forefront of the industry, offering a holistic approach to personalized learning in organizations in all sectors. We believe in empowering organizations with the tools and strategies required to foster a dynamic, agile, and highly skilled workforce. Our approach to adaptive learning consulting integrates seamlessly with your broader HR and training strategies, ensuring cohesive and effective implementation. 

Our consultants are not just experts in the technology required to establish and maintain these processes; they are also skilled at understanding the human element of training. They know that successful learning hinges on the delicate interplay between employee motivation and the system’s ability to adapt. By prioritizing both, we create adaptive learning solutions that are as effective as they are innovative. 

We invite you to take the next step in enhancing your workforce’s potential. Contact gothamCulture to learn more about how our Adaptive Learning Consulting services can transform your organization’s learning and development ecosystem. With our partnership, you will not only keep pace with the future of training but will emerge as a leader in cultivating adept, knowledgeable, and engaged employees. 

gothamCulture Releases Findings From the 2022 State of Culture Study

By gothamCulture
Published at In Category Blog Tags: ,
2022 State of Culture artwork

New York, NY – gothamCulture released its second annual State of Culture Report on December 30, 2022. 

The 2022 State of Culture Report is the culmination of a year of research on a global scale of 170 respondents across local, national, and global organizations. From this research, the team extracted key insights into the aspects of organizational culture and climate that link to a variety of performance outcomes as well as the practices that drive results in the day-to-day. 

 Some key findings from the study include: 

  • Only 57% of respondents in senior leadership roles reported that their organization cultures are evolving rapidly enough to stay competitive.
  • 70% of respondent organizations reported outsourcing at least some HR functions, and it seems that outsourcing in the HR space will continue to grow over time. .
  • Organizations that reported a large number of resignations said it was mostly due to inadequate pay/benefits and a lack of ongoing investment in employee skills.

 For more insights to read the 2022 State of Culture Report here. 

Stay up to date with future State of Culture surveys and reports here. 

If you have questions or comments about the study or the report please email info@gothamculture.com.  

 About gothamCulture 

gothamCulture is a management consulting firm that draws on our associate’s comprehensive expertise and experience in the areas of culture, leadership, and people strategy to provide innovative solutions and client-service excellence. Our work is guided by our deeply held shared values, including a commitment to each other and our clients, unwavering integrity, the maniacal pursuit of excellence, relatable expertise, and authentic community. For more information, visit www.gothamCulture.com. 

Forgiveness: Forgiving the Bad Boss

By gothamCulture
Published at In Category Blog Tags: ,

In a recent blog, I related the story of discovery about what was causing a client to be “stuck” in his career.  It concerned an incident with a boss whose actions had severely impacted the client and his sense of value as a person and a professional.

A number of readers rightly responded that the client’s recognition was a critical first step – but only the beginning of that particular part of his personal journey.

By way of explanation, I had the opportunity recently to speak to another client about a similar situation which had occurred some years before. The client spoke about how recognizing the cause of the pain he had experienced with a boss had made him feel liberated.

I asked what “liberated” meant.

“Over the years, I’ve realized that that particular boss might well have made mistakes and might still be doing so. I almost feel sorry for him.”

 “What else?” I asked.

“Well, I’ve long since left the company, but my colleagues back there tell me he hasn’t changed. I’m not sure, but maybe it’s in his DNA.”

“And what has changed for you?”

“My perspective for one thing. I now know that you can’t change how people act, but you can indeed change how you respond and react to them. And you can look at them with a sense of gratitude for what you learned from them. I am not just more resilient after that experience with that particular guy – I am actually stronger as a person and wiser as a servant leader. I have a real awareness that all of my actions as a leader impact the people who work with me far more than I imagined. Being emotionally aware of the “wake” I make is one of the most important pieces of self-awareness for me. And knowing that I can make mistakes and must make amends – that serves me every day.” 

 Then his voice trailed off and became quieter…. “And there’s something else and it’s the most important thing…”

I leaned forward: “What else?”

“Forgiveness. I am truly liberated when I can forgive someone else. It is an essential part of who I am and a fundamental part of my spiritual beliefs. I can have a spirit of forgiveness in prayer, in meditation, or in times of quiet reflection. Everyone deserves forgiveness, no matter what they have done. Even me.”

After our call, I sat in quiet reflection for longer than I usually do when I finish a session. I realized then that many of us spend considerable time and energy building awareness of what we have done, or what has happened to us. And that can help us stop the covering up of the pain and bad memories.

But the key for me is this: What we then choose to do with that knowledge is a critical part of the “meaning-making” we humans share on this incredible journey called life.

Forgiving others for perceived or actual bad behavior is a gift bigger than any of us realize. It is not part of our nature – it transcends our natural human reactions in a beautiful and poetic way. I saw that in my client. And I hope for each of us who at times has been a “less than good” or even a “bad” boss, that we can seek forgiveness in our own ways as well.

For me, that is the most liberating part of the story.

The Bad Bosses We Carry With Us

By gothamCulture
Published at In Category Blog Tags: ,

I was working with a client one day, appreciating the self-discovery that was taking place for him. He spoke about the ways he had been shaped professionally and how he had been able to function and succeed in the workplace.

The client was focusing on very real strengths and capabilities. A litany of successful teams and projects flowed from his mouth as his eyes lit up and he recalled advancing from a junior position in the company to a senior leadership role; a role he had assumed a number of years before.

Unfortunately, even with all of that, the client then related to me that he felt he had somehow hit a plateau and was stuck in a job and didn’t see a path to advancement.

“What do you think gets in your way?” I asked.

The client sat in silence for a long minute and I waited. He began to speak haltingly and then stopped speaking altogether. A frown came over his face. Then I noticed some emotions emerge. I sensed that it had been triggered by something deep inside of him and I paused for a while and then gently asked:

“Please tell me what you are experiencing right now.”

Some tears welled up in the client’s eyes and the answer came in a slower cadence: “I remember a time a few years ago…”

I waited.

“I had worked for months as a project lead. We had created a product that was leading edge for our industry and we were all so proud of what we had accomplished.”

 “Please tell me more,” I said.

“And then the week came when we were to present to the CEO. We were ready, and we were so excited. Our vice president asked us to give him a pre-brief the day before. He gave us an hour and we nailed the presentation.”

“What happened then?” I asked

“After we finished, the boss sat with a sour look on his face and then told everyone but me to leave the room. Then he started berating me – yelling at times. He told me that the project was a ‘disaster’ and that I should be ashamed of my work in leading it. He said he was going to cancel the project and tell the CEO we weren’t ready.”

I paused and then pressed further, “Something else must have happened. At least that’s what I am experiencing by your body language and your facial expressions.”

After a look away and another deep sigh: “Yeah,” he said ruefully. “He waited two months and then presented the project as his own. Shortly afterward, he got promoted. I’ve been bitter ever since and I swore back then that I’d never do anything more than what I was told.”

“That’s a lot to carry,” I said, then waited a long minute and asked: “Would it be okay if we pursue it a bit further?”

He nodded and continued to speak – slowly at first and then it came as a flood of words.

What emerged was a theme that I have heard from many clients during the ten years I have been coaching professionally. A boss – and I don’t use the word “leader” here intentionally – broke a bond of trust, was belittling or had made someone feel smaller or diminished as a person. My client, like so many others, had submerged that memory, yet carried it inside of him. When he spoke about that particular event (He told me I was the first person to hear the story in its entirety), it was incredibly powerful for him to juxtapose that past experience with his current (and very real) well-developed capabilities and desire to grow in the organization.

I often explain to clients that it helps to “Name It” so they can “Tame It.” For my client working through these memories and their attendant emotions was a breakthrough for him. Over the next several sessions I saw his confidence grow as he explored more choices with intention and enthusiasm. He did the hard work of realizing that one bad boss need not derail a successful trajectory. He learned he may carry that boss with him but that that boss no longer controls him. It turns out this was just the perspective he needed to get back on track to re-energize his own continued sense of success.

Be Kind to Those You Meet on the Way Up

By gothamCulture
Published at In Category Blog Tags: ,

“Be nice to those you meet on the way up because you will meet them on the way down,” is variously attributed to Jimmy Durante, Wilson Mizner, and even Walter Winchell.

Whoever said it had a perspective from which we all can learn. In my experience as a leader and as an executive coach, it is a topic that few people consider in the moment, yet it is a lens that is at once pragmatic and empathetic. It helps frame any person’s life journey and their career.

Most of us have experienced some type of promotion or an event that effectively moved us “higher” in a company or organization. One day we were at one level and the next we were someone’s boss or at a step that put us above our previous peers. It can be a bit unnerving sometimes, occasionally a rite of passage, and, sometimes – just sometimes – we can succumb to a feeling that we deserved the promotion while others did not.

In my experience, I think most of us experience all of these feelings. The key for each of us is to try to reconcile those thoughts into a realistic filter that provides a foundation from which to continue to learn and grow and remain effective members of a leadership team.

How do we approach those situations?

I always ask clients about how they feel about a promotion when it happens. It is often a fascinating series of questions and answers as we work together to help them build awareness about how to handle a new role.  My own approach might include these questions:

“Congratulations! What are you experiencing as you talk about the new job?”

“What has changed for you?”

“I’d be interested in any challenges you feel you face.”

“How is it going with the people who used to be your peers?”

“What intentions do you have and what choices do you feel you can make?”

The answers vary and inevitably lead to others. I often help clients explore the challenges of not wanting to let go of old responsibilities, while trying to also assume the new role (which I call the “Marley’s Ghost of Leadership.”) Attempting to hold onto an old job while attempting a new one can send a lot of signals to subordinates, including lack of trust and a breakdown in communication.

Also, a number of clients struggle with being promoted ahead of peers or those who might be more experienced in the organization. It is not uncommon for these clients to be labeled as “whiz kids” or “shiny pennies.”  They can contend with jealousy or judgment by others who might think they’re not worthy or capable of the new role. This can all add pressure and challenging expectations as they attempt to navigate the new role.

Other clients might try to disregard any messages from others and revert to just getting the job done and achieving more results in the new role. And while their achievements might continue, their relationships sometimes do not.

In any of these situations, as a coach I sometimes challenge people to help them gain perspective of the “promotion ladder”:

“So, you got promoted and you feel that people are labeling you or may even be jealous of you. What are the possibilities that you might once again be subordinate to them?”

 “I can’t imagine that.”

“Do me a favor and think about it.”

 “Well, it might be uncomfortable.”

“Why would it be uncomfortable?”

 “A lot of people think I left too big a wake as I completed projects and assignments – and that I don’t give enough credit to others.”

 “What might you do differently now that you thought about how others might see your performance and relationships?”

“Well, I guess it would be wise to connect with others and get to know them, work to give others credit – make it “we” instead of “I.”

“Effectively to be nice to others while you’re climbing the corporate ladder?”

“Yes, because you might meet them on your way back down!”

 A smile and then a look of recognition can often follow.

The harsh reality for each of us is that whether it’s a job change, a demotion, or a retirement, we all experience a trip “back down the ladder.”  If we’ve treated everyone with kindness, we can know that we have done our best to maintain and build relationships.

And after all, isn’t that what life is all about?

How to “See” the Elusive Venn Diagram

By gothamCulture
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Venn Diagram Graphic

A Venn Diagram is described by Will Kenton in Investopedia as “an illustration that uses circles to show the relationships among things or finite groups of things. Circles that overlap have a commonality while circles that do not overlap do not share those traits.”

It might seem odd to focus on the concept of Venn Diagrams in an article about coaching. But, believe it or not, it is a wonderful illustration for a foundational aspect of the coaching process. When we work with a client, we encourage their curiosity about what they are experiencing and work to “stay in the moment” to help them fully explore their situation, challenges, and opportunities while we also invite them to see the patterns they notice as they explore their thoughts and feelings.

These patterns vary. Some might be words that are often repeated. Or they can be a smile whenever they speak about a certain idea or person. They can also be when they discover that the varying viewpoints of others may actually have shared commonalities not previously considered. Being able to notice and appreciate patterns is foundational to learning and development.

In a recent session, a client was describing a major event occurring for their company. In some cases, the varying viewpoints on resolution of the issue were diametrically opposed to each other. A team that was previously cohesive and aligned was struggling to share perspectives without exploding into argument. My client was concerned, largely due to their high regard and respect for every member of their team.

I asked the client if they saw a pattern in what they were describing.

“What is it that each member of your team identifies as the issue?”

“Every team member has a different perspective,” the client answered.  “One sees the issue as financial. Another thinks it’s related to human resources.  And yet another sees outside influences at play.”  

I paused and took another tack. I invited the client to close their eyes – to imagine each member of the team as a circle. Then I invited this perspective:

“Take a step back in your mind and envision where those circles overlap. Please tell me what you see.”

There was a long pause and I waited. Then the client opened their eyes and spoke:

“Well, the first overlap is this:  Every member of the team feels responsible for the success of the company. 

 “Anything else?” I asked.

 The second overlap is: “Each individual wants the current crisis to be addressed. 

 And Third:  Everyone is feeling stress.”

The client paused again and looked thoughtful. The concept of the overlaps – the “Venn Diagram” had registered. They went on:

“Yes, there are commonalities and if I step back I can see the overlap.  I just had to look at it a bit differently.”

From there the client was able to discover that the team had points in common and that their “system” had areas that were well developed. From there, the team could make choices to add range and to try different approaches based on the patterns they observed.

In Gestalt Coaching, we look for such patterns and invite the client or the system to see them. When they do, they can become curious about what the team can add to their capabilities and how each person, including the leader, can help them move towards it.