Arbinger Institute's Blog, page 7

The cost of being inward: How a mindset shift can impact your bottom line

Any successful organization knows that lasting change requires, at the very least, the ability to transition. Imitating previous successes and old playbooks is simply not a viable option. Yet surprisingly, when it comes to the challenges of team performance, employee engagement, and leadership development, too many organizations seem content to settle for business as usual when what they really need is a mindset shift.  

A failure to innovate on this front means that, despite any shiny new communication app or scheduling software, company results continue to be hobbled by siloing, conflict, disengagement, and lack of accountability. We are long overdue for a different approach, one that actually makes an impact. At Arbinger we’re convinced that every successful effort to make lasting positive change within an organization depends on a foundational mindset shift. Mindset—the way we view ourselves and others—predicates the behaviors that impact results.  

The inward default

While performance issues like siloing, disengagement, lack of accountability, and unproductive conflict are often considered as separate concerns, they usually go hand-in-hand. These and other team performance challenges are not disconnected problems; they are symptoms of a deeper affliction we call an inward mindset. An inward mindset refers to the ingrained human tendency to ignore or diminish the needs and objectives of others, to view other people as vehicles that can help us get what we desire, obstacles that provoke our frustration, or irrelevancies to be disregarded. From within the confines of an inward mindset, we see our own wants as paramount; our interest in the inner realities of others extends only so far as it serves our own self-interests. 

This mindset is far more widespread and subtly manifested than mere selfishness. For the most part, an inward mindset remains invisible to us, masked by justification and the misguided assumption that our perception perfectly aligns with reality. But as we objectify others—even in ways that may seem minor or disguised by an external “nice-ness”—we inevitably invite resistance and dysfunction, and so an inward mindset sparks and perpetuates conflicts, undermines collaboration, and exhausts effective communication. It is hardly a recipe for a thriving company culture, and the damage caused by the inward mindset is always manifest in painfully tangible ways.  

The cost of being inward

The inward mindset is a hallmark of dysfunctional workplace culture, and the financial implications are staggering. According to the Gallup State of Global Workforce, there is an annual loss of $550 billion due to disengaged employees. The same report describes $8 billion in lost revenue in workplaces lacking psychological safety. By some estimates, quiet quieting and turnover from the great resignation have cost American businesses $1 trillion.  

Of course, business leaders are all-too-acquainted with the lost productivity and revenue stemming from these types of issues. But harder to quantify are the costs of missed collaboration and untapped creative synergies. How could the value of sincere good-will and collegiality within a workforce be accurately represented in dollar amounts? The absence of these factors makes itself keenly felt, however.  It’s been reported that 40% of employees feel isolated at work, and that managers spend up to 40% of their time on conflict resolution. When factoring in how poorly handled conflict results in mistakes, employee attrition, and a lower return on labor invested, a single conflict can easily cost a company well over $250,000. In one Arbinger engagement with a client, the organization’s leadership identified the staggering cost of a single entrenched conflict at over $12 billon.  

Truly effective leaders know that the bottom-line is only one factor in measuring company success—a factor that is immensely influenced by other factors like employee retention and engagement. But, just like the employees they seek to motivate and persuade, leaders themselves are subject to the undermining effects of an inward mindset. They may view employees as a means to an end, relying on punitive policies to try and force productivity or on calculated rewards to bribe desired behavior. Either approach can, at least temporarily, change external behaviors. But neither inspires an authentically dedicated workforce rallied around a shared cause and eager to offer their best.  

To accomplish truly great endeavors, leaders need to inspire their team, not dictate their actions. Yet all too often, attempts to cultivate desirable qualities in employees, like loyalty, initiative, commitment, and so on, fall short because they focus on changing behaviors alone, instead of supporting a mindset shift from an inward mindset to an outward mindset.  

The advantages of being outward

More is being demanded of businesses today than ever before. Where in the past, profit alone was king, modern consumers and employees are rightly concerned about ethical business practices, from environmental sustainability to workplace conditions. Forward-thinking organizations understand the imperative need to create people-centric workplaces, workplaces where an outward mindset is understood and cultivated. 

An outward mindset encourages employee accountability, engagement, collaboration, and innovation. It is distinguished by curiosity regarding the needs, objectives, and concerns of others, including managers, reports, peers, and clients. With an outward mindset, employees focus on achieving mutual results, rather than individual concerns. It involves a fundamental reorientation towards other people based on a recognition of our inherent interconnectedness.  

An outward mindset shift isn’t just an abstract ideal, it can have concrete, scalable, and repeatable impact. It opened the way for executives at Raytheon to cooperatively cut $100 million in expenses during a challenging merger without laying off a single employee. An outward mindset transformed the Kansas City Police Department, essentially eliminating SWAT team complaints that had been costing hundreds of thousands of dollars to litigate and which, most importantly, were eroding critical community trust. And the mindset shift from inward to outward helped CenturyLink’s largest division boost employee satisfaction by 20% and grow revenue by 17%, all during a massive reorganization initiative. Arbinger’s work with thousands of clients across widely diverse industries confirms that an outward mindset empowers leaders and employees to adapt and thrive together.  

Check out CenturyLink’s story here: 

Seeing clearly changes everything

The mindset shift we advocate is not a prescriptive solution. It does not replace the need for technical acumen or eliminate human judgement. It can, however, unlock the powerful potential contained within each strained relationship and siloed business effort. When an outward mindset becomes ingrained into an organization’s culture, people understand the reality of how their behaviors and attitudes impact others, and in turn become more helpful.  

Employees transform from a disparate collection of self-concerned individuals to a real team. There are few spectacles more awe-inspiring than a group of people mutually committed to each other in pursuit of the same goals. 

Of course, leaders need to be aware of the bottom line. But this concern, too, is powerfully shaped by the underlying mindset. In fact, our latest research report revealed that organizations with successful cultures are 5x more likely to see significant revenue increases. 

Executives can care about profit from an inward mindset—wanting to ensure their own material comfort or status or influence—and this focus may not be inherently problematic. But there is immense power in caring about the bottom line from an outward mindset, viewing it as an indicator of the value you provide to customers, as the means by which you provide stability for employees and their families, as a signal of your contribution to the community you serve. From an outward mindset, caring for the bottom line becomes synonymous with caring for people—inviting the investment of every member of the organization. And, at the end of the day, this employee investment is one of the best guarantees of success.  

Organizations that meet the needs of their employees in a genuine and effective way create a culture that is a catalyst for improvement and growth. Read more in our latest report. 

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DEIA: Diversity, equity, inclusion, accessibility at your organization

DEIA (diversity, equity, inclusion, and accessibility): It’s more than a buzzword, a policy, or a strategy—it’s the foundation for how all organizations should be modeling their workplaces to fully realize the abilities and contributions of all employees. Creating an equitable and inclusive workplace helps to create a positive employee experience where everyone feels valued.

If you’re reading this, you likely already know that there are countless reasons DEIA should be top of mind for your organization, including employee trust and wellbeing, talent attraction and retention, and team performance. Not to mention that organizations that place a high priority on DEI initiatives are 2X more likely to see significant increases in revenue compared to those who don’t. 

In this blog post, we’ll look at the importance of DEIA for organizations, the four components of DEIA, and sharing how Arbinger is demonstrating our commitment to DEIA within our organization and beyond. 

What is DEIA? 

DEIA stands for diversity, equity, inclusion, and accessibility. This acronym represents a comprehensive approach to a workplace that’s safe, fair, respectful, and inclusive for all individuals within the organization. 

DEIA in the workplace is implemented in a number of different ways, including:

Inclusive hiring practicesDiverse representation in leadership positionsCreating inclusive policies and practicesPromoting cultural competencyProviding accommodations for individuals with disabilities. 

Ultimately, the goal is to create a more just and inclusive organization that celebrates and values the contributions and perspectives of everyone. The four components of DEIA are:

Diversity 

Diversity is a critical component of DEIA. It refers to the differences that exist among people, including but not limited to race, ethnicity, gender, age, religion, socioeconomic status, physical ability, sexual orientation, and veteran status. 

Diverse workplaces have numerous benefits, including more innovation, creativity, and improved decision-making (we’ll share more on this later). Overall, according to Research and Markets, diverse companies have a per-employee cash flow 2.5 times higher than their less-diverse peers. 

Equity

Equity is the fairness and justice in treatment, opportunities, and resources for all individuals within an organization. Inequity can manifest in organizations in many ways, including pay disparities, unequal access to opportunities, and discrimination. 

Inclusion

Inclusion means creating an environment where everyone feels valued, respected, and supported. Employee resource groups, mentorship programs, and diversity and inclusion training for leadership and employees are just a few examples of how you can boost inclusion at work.

An inclusive work environment goes beyond diversity and aims to foster a sense of belonging, where everyone can fully participate and thrive without facing discrimination or exclusion. It’s what makes employees feel psychologically safe and makes teammates more willing to collaborate, share ideas, and ultimately drives productivity. 

Accessibility 

Accessibility refers to an environment that’s accessible to all individuals, including those with disabilities. Accessibility can be implemented in organizations in many ways, including providing accommodations, creating accessible websites and documents, and implementing assistive technology. It’s something that’s not only important internally, but also leads to improved customer satisfaction and compliance with legal requirements. 

The benefits of DEIA in the workplace?

Strong DEIA practices ensure all voices are heard. Establishing an atmosphere of true belonging has a host of benefits across all areas of your organization and can create a competitive advantage. Some of the most impactful benefits of investing in DEIA training are:

Enhanced innovation and creativity: Research has shown that diverse teams outperform all other teams in terms of innovation and problem-solving. According to Deloitte, diversity of thinking boosts creativity, enhancing innovation by 20%.

Increased financial performance: McKinsey & Company found that companies in the top quartile for gender diversity on executive teams were 25% more likely to have above-average profitability compared to companies in the bottom quartile.

Improved employee engagement and retention: Inclusive environments that value diversity and provide equal opportunities tend to have higher levels of employee engagement and satisfaction. According to a survey conducted by Deloitte, millennials are 83% more likely to be engaged at work at inclusive companies.

Broader customer base and market reach: Embracing DEIA can help organizations better understand and serve diverse customer segments. A study by Harvard Business Review revealed that diverse and inclusive cultures were 70% more likely to capture new market share.

Mitigation of bias and discrimination: Implementing DEIA training helps organizations address unconscious biases, discrimination, and unfair treatment that may exist within their teams. This fosters a more equitable and inclusive work environment, which promotes fairness and equal opportunities for all. 

After working with Arbinger to improve DEI, one large U.S. hospital had a 65% decrease in EO (equal opportunity) complaints (complaints involving discrimination based on race, color, sex, national origin, religion, or sexual orientation).

Talent acquisition and retention: DEIA initiatives make organizations more attractive to top talent from diverse backgrounds. A survey by Glassdoor revealed that 67% of job seekers consider diversity as an important factor when considering potential employers.

Arbinger’s commitment to diversity, equity, and inclusion

The Arbinger Institute is committed to living by the core tenets of our philosophy; namely, seeing every person as a person. We endeavor to turn the world outward, both in our work with others and as we work together as an organization. 

We acknowledge, respect, and celebrate both our similarities and differences. We see ourselves as part of a human family, full of beautiful diversity. Arbinger acknowledges the many injustices that happen around the world stemming from a long history of systematic racism, oppression, and discrimination. We recognize that these injustices continue to happen. We are unequivocally opposed to such injustices and to all forms of dehumanization and discrimination. 

We recognize that we must always seek to improve ourselves, finding new ways to actively work against injustice, inequality, and insensitivity. As an organization, we continue to look for ways to adjust our efforts in this regard and measure our impact. This is not a project to be completed or a race with a finish line. Rather, it is the work to establish a culture of belonging by listening and learning from a place of genuine respect and curiosity. 

Part of our curiosity includes engaging in open conversation. Speaking up about where we might be falling short as an organization is not simply protected from retribution, it is encouraged from all areas and all roles. 

We have committed to seeking out diverse voices to inform our thinking and review our efforts and, to that end, have established Arbinger’s Advisory Board. This board is composed of individuals from around the world who bring unique knowledge, experience, and skills. Our culture, product, and policies will continue to be enriched by their contributions. We are actively seeking to uncover our blind spots and will urgently work to address them.

The work we do through our non-profit initiative is an important component of our commitment. Our financial support of nonprofits helps them amplify their ability to eradicate injustice in the communities they serve. 

The Arbinger principles and tools are uniquely valuable in the fight against dehumanization and injustice. The impact of seeing people as people is lasting and far-reaching, and we are encouraged to see systemic changes, resolution of generational conflicts, and remarkable community growth as the principles are applied. 

Looking ahead

Making real investments in DEIA initiatives are essential for organizations to foster a culture of belonging, stay relevant and competitive, attract and retain top talent, and improve performance. While organizational change doesn’t happen overnight, by making small steps everyday (starting today!), your organization can begin to foster an inclusive and equitable workplace that demonstrates its commitment to diversity and accessibility. By working together, we can create a more diverse, equitable, inclusive, and accessible world.

hbspt.cta.load(23346030, 'c9eb205c-cefc-442e-9991-44c06bba762e', {"useNewLoader":"true","region":"na1"});

Want to learn more about how investing in DEIA can impact your organization’s success? Download Arbinger’s latest research report.

The post DEIA: Diversity, equity, inclusion, accessibility at your organization appeared first on Arbinger.

DEIA defined: Diversity, equity, inclusion, and accessibility at your organization

DEIA (diversity, equity, inclusion, and accessibility): It’s more than a buzzword, a policy, or a strategy—it’s the foundation for how all organizations should be modeling their workplaces to fully realize the abilities and contributions of all employees. Creating an equitable and inclusive workplace helps to create a positive employee experience where everyone feels valued.

If you’re reading this, you likely already know that there are countless reasons DEIA should be top of mind for your organization, including employee trust and wellbeing, talent attraction and retention, and team performance. Not to mention that organizations that place a high priority on DEI initiatives are 2X more likely to see significant increases in revenue compared to those who don’t. 

In this blog post, we’ll look at the importance of DEIA for organizations, the four components of DEIA, and sharing how Arbinger is demonstrating our commitment to DEIA within our organization and beyond. 

What is DEIA? 

DEIA stands for diversity, equity, inclusion, and accessibility. This acronym represents a comprehensive approach to a workplace that’s safe, fair, respectful, and inclusive for all individuals within the organization. 

DEIA in the workplace is implemented in a number of different ways, including:

Inclusive hiring practicesDiverse representation in leadership positionsCreating inclusive policies and practicesPromoting cultural competencyProviding accommodations for individuals with disabilities. 

Ultimately, the goal is to create a more just and inclusive organization that celebrates and values the contributions and perspectives of everyone. The four components of DEIA are:

Diversity 

Diversity is a critical component of DEIA. It refers to the differences that exist among people, including but not limited to race, ethnicity, gender, age, religion, socioeconomic status, physical ability, sexual orientation, and veteran status. 

Diverse workplaces have numerous benefits, including more innovation, creativity, and improved decision-making (we’ll share more on this later). Overall, according to Research and Markets, diverse companies have a per-employee cash flow 2.5 times higher than their less-diverse peers. 

Equity

Equity is the fairness and justice in treatment, opportunities, and resources for all individuals within an organization. Inequity can manifest in organizations in many ways, including pay disparities, unequal access to opportunities, and discrimination. 

Inclusion

Inclusion means creating an environment where everyone feels valued, respected, and supported. Employee resource groups, mentorship programs, and diversity and inclusion training for leadership and employees are just a few examples of how you can boost inclusion at work.

An inclusive work environment goes beyond diversity and aims to foster a sense of belonging, where everyone can fully participate and thrive without facing discrimination or exclusion. It’s what makes employees feel psychologically safe and makes teammates more willing to collaborate, share ideas, and ultimately drives productivity. 

Accessibility 

Accessibility refers to an environment that’s accessible to all individuals, including those with disabilities. Accessibility can be implemented in organizations in many ways, including providing accommodations, creating accessible websites and documents, and implementing assistive technology. It’s something that’s not only important internally, but also leads to improved customer satisfaction and compliance with legal requirements. 

The benefits of DEIA in the workplace?

Strong DEIA practices ensure all voices are heard. Establishing an atmosphere of true belonging has a host of benefits across all areas of your organization and can create a competitive advantage. Some of the most impactful benefits of investing in DEIA are:

Enhanced innovation and creativity: Research has shown that diverse teams outperform all other teams in terms of innovation and problem-solving. According to Deloitte, diversity of thinking boosts creativity, enhancing innovation by 20%.

Increased financial performance: McKinsey & Company found that companies in the top quartile for gender diversity on executive teams were 25% more likely to have above-average profitability compared to companies in the bottom quartile.

Improved employee engagement and retention: Inclusive environments that value diversity and provide equal opportunities tend to have higher levels of employee engagement and satisfaction. According to a survey conducted by Deloitte, millennials are 83% more likely to be engaged at work at inclusive companies.

Broader customer base and market reach: Embracing DEIA can help organizations better understand and serve diverse customer segments. A study by Harvard Business Review revealed that diverse and inclusive cultures were 70% more likely to capture new market share.

Mitigation of bias and discrimination: Implementing DEIA practices helps organizations address unconscious biases, discrimination, and unfair treatment that may exist within their teams. This fosters a more equitable and inclusive work environment, which promotes fairness and equal opportunities for all. 

After working with Arbinger to improve DEI, one large U.S. hospital had a 65% decrease in EO (equal opportunity) complaints (complaints involving discrimination based on race, color, sex, national origin, religion, or sexual orientation).

Talent acquisition and retention: DEIA initiatives make organizations more attractive to top talent from diverse backgrounds. A survey by Glassdoor revealed that 67% of job seekers consider diversity as an important factor when considering potential employers.

Arbinger’s commitment to diversity, equity, and inclusion

The Arbinger Institute is committed to living by the core tenets of our philosophy; namely, seeing every person as a person. We endeavor to turn the world outward, both in our work with others and as we work together as an organization. 

We acknowledge, respect, and celebrate both our similarities and differences. We see ourselves as part of a human family, full of beautiful diversity. Arbinger acknowledges the many injustices that happen around the world stemming from a long history of systematic racism, oppression, and discrimination. We recognize that these injustices continue to happen. We are unequivocally opposed to such injustices and to all forms of dehumanization and discrimination. 

We recognize that we must always seek to improve ourselves, finding new ways to actively work against injustice, inequality, and insensitivity. As an organization, we continue to look for ways to adjust our efforts in this regard and measure our impact. This is not a project to be completed or a race with a finish line. Rather, it is the work to establish a culture of belonging by listening and learning from a place of genuine respect and curiosity. 

Part of our curiosity includes engaging in open conversation. Speaking up about where we might be falling short as an organization is not simply protected from retribution, it is encouraged from all areas and all roles. 

We have committed to seeking out diverse voices to inform our thinking and review our efforts and, to that end, have established Arbinger’s Advisory Board. This board is composed of individuals from around the world who bring unique knowledge, experience, and skills. Our culture, product, and policies will continue to be enriched by their contributions. We are actively seeking to uncover our blind spots and will urgently work to address them.

The work we do through our non-profit initiative is an important component of our commitment. Our financial support of nonprofits helps them amplify their ability to eradicate injustice in the communities they serve. 

The Arbinger principles and tools are uniquely valuable in the fight against dehumanization and injustice. The impact of seeing people as people is lasting and far-reaching, and we are encouraged to see systemic changes, resolution of generational conflicts, and remarkable community growth as the principles are applied. 

Looking ahead

Making real investments in DEIA initiatives are essential for organizations to foster a culture of belonging, stay relevant and competitive, attract and retain top talent, and improve performance. While organizational change doesn’t happen overnight, by making small steps everyday (starting today!), your organization can begin to foster an inclusive and equitable workplace that demonstrates its commitment to diversity and accessibility. By working together, we can create a more diverse, equitable, inclusive, and accessible world.

hbspt.cta.load(23346030, 'c9eb205c-cefc-442e-9991-44c06bba762e', {"useNewLoader":"true","region":"na1"});

Want to learn more about how investing in DEIA can impact your organization’s success? Download Arbinger’s latest research report.

The post DEIA defined: Diversity, equity, inclusion, and accessibility at your organization appeared first on Arbinger.

Psychological safety and its role in high-performing teams

As we move into a new norm, organizations are struggling to adjust to the post-pandemic work environment, scrambling to overcome challenges like quiet quitting and the Great Resignation—all while leadership teams strive to succeed in the ever-evolving world we live in. Many organizations and employees alike are grappling with how to handle hybrid and returning-to-work practices, incorporate effective DEI initiatives and foster psychologically safe cultures, while keeping employees engaged and productive. Topics like diversity fatigue, Sunday scaries, and bare minimum Mondays—are becoming all too common in the headlines—and on the front lines.    

Leaders in every type of organization are trying to figure out how to create a high-performance culture under new conditions. Team building, professional development, and corporate culture all look and feel different than they did before 2020.  

This leads me to another—less-known—trending topic: psychological safety.  

A year ago, I didn’t even know what psychological safety was. I hadn’t heard of this term. Now that I’ve learned more about it, I’m shocked that this is not discussed at the executive level in every organization.  

So, what is psychological safety? Psychological safety was coined by Organizational Behavioral Scientist Amy Edmonson of Harvard University.  It’s defined as a shared belief held by a majority of members of a team that no one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes—and their team is a safe place for interpersonal risk-taking.  

Another way to put it is that psychological safety is a condition in which you feel: 

(1) included 

(2) safe to learn  

(3) safe to contribute, and  

(4) safe to challenge the status quo 

—all without fear of being embarrassed, marginalized, or punished somehow. 

Psychological safety at work doesn’t mean that everybody is always nice to each other or caters to every idea you have. As Adam Grant puts it: “Psychological safety is not relaxing your standards, feeling comfortable, being nice and agreeable, or giving unconditional praise.” 

It means that people feel free to “think out loud,” voice ideas without a solution, ask bold questions, openly challenge the status quo, share feedback, and work through challenges and disagreements. It is a culture of respect, trust, and openness—where people are comfortable bringing their full, authentic selves to work and “laying themselves on the line” in front of others for the betterment of the organization. 

It’s clear that psychological safety is important, but how important?  

Several years ago, Google set out to discover what factors contribute to the most successful teams. They called this Project Aristotle. After years of research, they uncovered that psychological safety was the #1 factor in creating high-performing, successful teams.  

Google found that teams with psychologically safe environments had employees who were less likely to leave, more likely to harness the power of diversity, more innovative, and, ultimately, more successful. 

We’ve all been in meetings and have held back questions or ideas due to the fear of seeming incompetent. I get it. It’s unnerving to feel like you’re in an environment where everything you do or say is under a microscope. I think back to times in my career when I’ve felt like this—when I’ve noticed a process that can be improved, had an idea for a new initiative, or a correction for a team member—but suddenly became hyper-aware of all the reasons other people at the table might question my opinions when it’s time to speak up.  

But imagine a different setting. A situation in which everyone is safe to take risks, voice their opinions, and ask judgment-free questions. A culture where managers provide air cover and create safe zones so employees can let down their guard. That’s psychological safety. And while it is an “invisible” component of an organization’s culture, the feeling of being in an environment that’s psychologically safe versus psychologically unsafe is as apparent to employees as night and day.  

Google made the ancient Greek philosopher Aristotle proud by proving, “The whole can be greater than the sum of its parts.” 

This concept is thus the critical component of a high-performance culture. 

The mindset of the whole organization ultimately drives behavior and creates the environment that becomes your culture. You will have a culture one way or another. This culture stems from the mindset of the individuals who make up an organization. To foster an environment that is resilient, innovative, engaged, and achieves results—you must cultivate a culture of psychological safety. At Arbinger, we call this an outward mindset, where people feel their challenges, ideas, fears, frustrations, and goals matter as much as everyone else. It all starts with mindset, and the culture that it creates.

Corporate culture, now more than ever, has an impact on results. For more information, check out our new research.  

The post Psychological safety and its role in high-performing teams  appeared first on Arbinger.

The ultimate list of corporate culture statistics for 2023

Corporate culture is the shared values, beliefs, and behaviors that guide an organization’s interactions with its employees, customers, and stakeholders. A strong corporate culture can positively impact employee engagement, retention, productivity, and your business’ overall performance—and failing to prioritize it can have serious consequences. In this blog post, we’ve compiled the ultimate list of corporate culture statistics to help you understand the importance of culture in the workplace.

Leadership

The leadership of an organization plays a critical role in shaping its corporate culture. It starts from the top down and sets the tone for the entire organization. Here are some statistics that highlight the importance of strong leadership:

A Gallup study found that 70% of the variance in employee engagement is directly related to the manager. (source: Gallup)Nearly half (46%) of all decision-makers and leaders report that culture drives improvements in areas critical to growth such as employee productivity, retention, and engagement as culture improves. (source: Arbinger)90% of executives say that the importance of company culture is increasing in today’s market. (source: Arbinger)52% of respondents in a recent Arbinger survey say that leadership development has the greatest impact on improving an organization’s culture. (source: Arbinger)Organizations that focus on mindset in their leadership development programs are almost 2x as likely to have employees that feel they are doing meaningful work compared to organizations that don’t include mindset in their leadership development programs. (source: Arbinger)Those with the most successful leadership development programs are more likely to feel that employees have an eagerness to improve. (49% vs 30%) (source: Arbinger)Team performance

A positive corporate culture can improve everything from collaboration and working relationships to overall team performance. Here are some statistics that highlight the impact of corporate culture on team performance:

Companies with a strong corporate culture see a 4x increase in revenue growth compared to companies with a weak culture. (source: Harvard Business Review)Teams with a strong sense of shared purpose and values have a 17% increase in performance compared to teams without a strong sense of purpose and values. (source: Harvard Business Review)47% of organizations who have very successful company cultures saw significant revenue increases in the past year compared to just 9% of those with less successful or unsuccessful company cultures. (source: Arbinger)75% of those with very successful company cultures have extremely positive outlooks on business success compared to just 21% of those without very successful company cultures. (source: Arbinger)60% of organizations include professional development in their performance management programs. (source: Arbinger)Diversity, equity, and inclusion (DEI)

Diversity, equity, and inclusion (DEI) are important components of a positive corporate culture. After all, feeling safe to share your thoughts and ideas at work is a huge part of growing together as a team! Here are some statistics that highlight the impact of DEI on corporate culture:

Companies with a more diverse workforce are 35% more likely to have financial returns above their respective national industry medians. (source: McKinsey & Company)Companies with best-in-class cultures are 72% more likely to invest in training for leaders compared to all others (67% vs 39%). (source: Arbinger) Employees who feel their voice is heard are 4.6x more likely to perform their best work. (source: Gallup)76% of employees and job seekers said diversity was important when considering job offers. (source: LinkedIn)Diverse companies have a per-employee cash flow 2.5 times higher than their less-diverse peers. (source: Research and Markets)Companies are 2.6x more likely to retain their workforce if they employ strong DEI measures. (source: Josh Bersin)Employee engagement & retention

Your corporate culture has a direct impact on employee engagement and retention. If it’s positive, you’ll have happy, productive, and innovative teammates. If not, you’ll find the opposite to be true. Here are some statistics that highlight the impact of corporate culture on employee engagement and retention:

Quiet quitting (47%) and the great resignation (41%) are the workplace movements most commonly reported to have a negative impact on company culture in the next two years. (source: Arbinger)Only 30% of decision-makers and strategic leaders surveyed feel that employees at their organization seek to understand their impact on others, which is foundational for relationship building and creating an inclusive environment. (source: Arbinger)Toxic culture is 10x more likely to cause turnover than compensation. (source: LinkedIn)(97% of decision-makers and strategic leaders agree that the collective mindset of an organization directly improves that organization’s culture. (source: Arbinger)Those who work for organizations that focus on employee mindset are more likely to report that their organization has employees who trust each other. (source: Arbinger)At least 50% of the U.S. workforce is quiet quitting. (source: Gallup)Quiet quitting leads to worldwide company losses of up to $1.5 trillion each year. (source: TeamBuilding)

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Corporate culture is a critical component of any organization’s success. In fact, companies with best-in-class cultures are 72% more likely to invest in training for leaders compared to all others (67% vs 39%).

A strong culture can positively impact employee engagement, retention, productivity, and overall performance. The statistics we’ve compiled highlight the importance of strong leadership, team performance, DEI, and employee engagement and retention in creating a positive corporate culture. By investing in these areas, organizations can create a culture that attracts and retains top talent, fosters innovation and collaboration, and drives business success.

Like these statistics? We have more insights where these came from! Download Arbinger’s research report, Creating a High-Performance Culture: The Role of Company Culture in Driving Success.

The post The ultimate list of corporate culture statistics for 2023 appeared first on Arbinger.

The ultimate list of corporate culture statistics

Corporate culture is the shared values, beliefs, and behaviors that guide an organization’s interactions with its employees, customers, and stakeholders. A strong corporate culture can positively impact employee engagement, retention, productivity, and your business’ overall performance—and failing to prioritize it can have serious consequences. In this blog post, we’ve compiled the ultimate list of corporate culture statistics to help you understand the importance of culture in the workplace.

Leadership

The leadership of an organization plays a critical role in shaping its corporate culture. It starts from the top down and sets the tone for the entire organization. Here are some statistics that highlight the importance of strong leadership:

A Gallup study found that 70% of the variance in employee engagement is directly related to the manager. (source: Gallup)Nearly half (46%) of all decision-makers and leaders report that culture drives improvements in areas critical to growth such as employee productivity, retention, and engagement as culture improves. (source: Arbinger)90% of executives say that the importance of company culture is increasing in today’s market. (source: Arbinger)52% of respondents in a recent Arbinger survey say that leadership development has the greatest impact on improving an organization’s culture. (source: Arbinger)Organizations that focus on mindset in their leadership development programs are almost 2x as likely to have employees that feel they are doing meaningful work compared to organizations that don’t include mindset in their leadership development programs. (source: Arbinger)Those with the most successful leadership development programs are more likely to feel that employees have an eagerness to improve. (49% vs 30%) (source: Arbinger)Team performance

A positive corporate culture can improve everything from collaboration and working relationships to overall team performance. Here are some statistics that highlight the impact of corporate culture on team performance:

Companies with a strong corporate culture see a 4x increase in revenue growth compared to companies with a weak culture. (source: Harvard Business Review)Teams with a strong sense of shared purpose and values have a 17% increase in performance compared to teams without a strong sense of purpose and values. (source: Harvard Business Review)47% of organizations who have very successful company cultures saw significant revenue increases in the past year compared to just 9% of those with less successful or unsuccessful company cultures. (source: Arbinger)75% of those with very successful company cultures have extremely positive outlooks on business success compared to just 21% of those without very successful company cultures. (source: Arbinger)60% of organizations include professional development in their performance management programs. (source: Arbinger)Diversity, equity, and inclusion (DEI)

Diversity, equity, and inclusion (DEI) are important components of a positive corporate culture. After all, feeling safe to share your thoughts and ideas at work is a huge part of growing together as a team! Here are some statistics that highlight the impact of DEI on corporate culture:

Companies with a more diverse workforce are 35% more likely to have financial returns above their respective national industry medians. (source: McKinsey & Company)Companies with best-in-class cultures are 72% more likely to invest in training for leaders compared to all others (67% vs 39%). (source: Arbinger) Employees who feel their voice is heard are 4.6x more likely to perform their best work. (source: Gallup)76% of employees and job seekers said diversity was important when considering job offers. (source: LinkedIn)Diverse companies have a per-employee cash flow 2.5 times higher than their less-diverse peers. (source: Research and Markets)Companies are 2.6x more likely to retain their workforce if they employ strong DEI measures. (source: Josh Bersin)Employee engagement & retention

Your corporate culture has a direct impact on employee engagement and retention. If it’s positive, you’ll have happy, productive, and innovative teammates. If not, you’ll find the opposite to be true. Here are some statistics that highlight the impact of corporate culture on employee engagement and retention:

Quiet quitting (47%) and the great resignation (41%) are the workplace movements most commonly reported to have a negative impact on company culture in the next two years. (source: Arbinger)Only 30% of decision-makers and strategic leaders surveyed feel that employees at their organization seek to understand their impact on others, which is foundational for relationship building and creating an inclusive environment. (source: Arbinger)Toxic culture is 10x more likely to cause turnover than compensation. (source: LinkedIn)(97% of decision-makers and strategic leaders agree that the collective mindset of an organization directly improves that organization’s culture. (source: Arbinger)Those who work for organizations that focus on employee mindset are more likely to report that their organization has employees who trust each other. (source: Arbinger)At least 50% of the U.S. workforce is quiet quitting. (source: Gallup)Quiet quitting leads to worldwide company losses of up to $1.5 trillion each year. (source: TeamBuilding)Corporate culture and business success

Corporate culture is a critical component of any organization’s success. In fact, companies with best-in-class cultures are 72% more likely to invest in training for leaders compared to all others (67% vs 39%).

A strong culture can positively impact employee engagement, retention, productivity, and overall performance. The statistics we’ve compiled highlight the importance of strong leadership, team performance, DEI, and employee engagement and retention in creating a positive corporate culture. By investing in these areas, organizations can create a culture that attracts and retains top talent, fosters innovation and collaboration, and drives business success.

Like these statistics? We have more insights where these came from! Download Arbinger’s research report, Creating a High-Performance Culture: The Role of Company Culture in Driving Success.

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What are the top qualities of a good company culture?

Company culture is the heartbeat of an organization—it encompasses the values, beliefs, behaviors, and attitudes that shape how work gets done. A great company culture is essential for attracting and retaining top talent, fostering employee engagement, and driving business success. And there’s a lot at stake if it misses the mark.

In a recent survey of 300+ executives and decision-makers, we found that 92% of respondents believe that a positive company culture is critical to their organization’s success. 

Positive company cultures are typically high-performing cultures not because employees “hustle” and work around the clock, but because employees feel respected, have the space to be innovative, believe their leaders are invested in their development, and are more engaged in collaboration. In this blog post, we’ll outline five qualities of a great company culture and provide examples of how they can be demonstrated within an organization.

1. Psychological safety

According to a Google study, psychological safety is the most important factor in effective teams. Psychological safety is the belief that one can speak up without fear of retribution or negative consequences. In a psychologically safe environment, employees feel comfortable sharing their ideas, asking questions, and challenging the status quo. This results in better decision-making, more innovation, and higher levels of engagement.

Google is a company that’s known for its emphasis on psychological safety. They’ve conducted extensive research on the topic and have found that teams with high levels of psychological safety are more productive and have higher job satisfaction. To promote psychological safety, Google encourages teams to share their ideas and opinions, and rewards risk-taking and experimentation.

Psychologically safety isn’t something that can be fostered overnight, but rather, is demonstrated over time. Some ways you can make employees feel psychologically safe include: 

Show your teammates that they matter like you matter. This means taking the time to get to know them as people, and showing a genuine interest in their challenges and goals. (Consider using Arbinger’s Meet To Learn tool as a template for this!)Asking “How have I made things harder for you?” is a great window into exploring your impact on your team. This simple question can make a world of difference.Avoid blaming others when things go wrong. In a psychologically safe environment, everyone should be able to take accountability for their work, especially leaders! Not to mention, if an employee hears you speaking negatively about another teammate, it’ll make them wonder how you speak about them when they’re not in the room.Create ongoing feedback loops. Employees should feel empowered to come to you with their concerns and opinions about how things can be improved, and vice versa. A tool like Arbinger’s 3A+ Development Framework operationalizes feedback and makes the process more collaborative and productive for managers and employees.2. Employee recognition and appreciation

Employee recognition and appreciation are critical components of a positive company culture. When employees feel valued and appreciated, they are more engaged, more productive, and more likely to stay with the company. 

According to a study by the Harvard Business Review, employees who feel recognized are more likely to go above and beyond their job duties, which can lead to increased productivity and better business outcomes. Additionally, a survey conducted by Globoforce found that 78% of employees who were recognized for their work reported higher levels of engagement.

Recognition and appreciation can take many forms, such as verbal praise, written notes, or public acknowledgment. Another way is to make appreciation for your colleagues a habit. 

Here’s an example of how to do this taken from a tool that’s part of our Outward Leadership course. We challenge you to try this at some point during work week:

In addition to improving employee engagement and productivity, recognition and appreciation can also help to build a positive company culture. When employees feel valued and appreciated, they’re more likely to have a positive attitude toward your company and their colleagues. This can lead to a more collaborative and supportive work environment, which can benefit everyone. 

We’d also like to note there’s a difference between genuine appreciation and monetary compensation—and they have very different effects on culture. As stated by Harvard Business Review, “Appreciation is about acknowledging a person’s inherent value. The point isn’t their accomplishments. It’s their worth as a colleague and a human being.” Ultimately, true employee recognition doesn’t come from rewards, but rather, employees feeling truly seen and valued. 

3. Collaborative environment

A quality of great company culture that has immense benefits for both employees and the organization as a whole is collaboration. Collaboration fosters innovation and creativity, so when individuals from diverse backgrounds, experiences, and skill sets come together to work on a project, they bring unique perspectives and ideas to the table.

According to a study by the Boston Consulting Group, companies that promote collaborative working environments are 5 times more likely to be high-performing and innovative. Collaborative cultures encourage open communication, idea-sharing, and cross-pollination of knowledge, leading to the generation of new and inventive solutions to challenges.
On top of that, collaboration boosts employee engagement and satisfaction. Companies with a highly engaged workforce are 21% more profitable and 17% more productive than those with disengaged staff. When employees feel valued, included, and supported in a collaborative work environment, they are more likely to be motivated and committed to their work. This type of environment naturally promotes teamwork, fostering a sense of belonging and camaraderie among employees.

Below is an example of some activities you can use to increase collaboration within your team. These are pulled straight from our Outward Leadership training:

4. Continuous learning and development (particularly leadership development)

Our research report revealed that leadership development is key to a great company culture. 52% say that leadership development has the greatest impact on improving an organization’s culture. Successful leadership development initiatives are also associated with a more positive outlook on business success, increases in revenue, and feelings of contributing

meaningful work that makes an impact.

When it comes to its impact on culture, there are a few major areas that leadership development initiatives within a company directly impact:

Engagement: Organizations with the most successful leadership development initiatives are 3X more likely than all others to have great success with employee engagement.Confidence: Those with the most successful leadership development programs are 73% more likely to feel that employees trust each other at their organizations.Ambition: Those with the most successful leadership development programs are 63% more likely to feel that employees have an eagerness to improve.

You can see that employee engagement is a common theme throughout this blog post, and for good reason: It’s one of the surefire signs your company’s culture is a positive one. That’s also why leadership development is so crucial to a great company culture—it’s a ripple effect from the top down. Without fail, leaders who are self-aware, committed to being helpful, and curious about their impact on others, bring out the best in their teams and build highly-engaged and productive workforces.

5. Employee mindset

As we said at the beginning of this blog post, 97% of decision-makers and strategic leaders agree that the collective mindset of an organization directly improves that organization’s culture. However, our research report revealed that only 16% of respondents say that mindset is a part of their company’s leadership development, team performance, and DEI initiatives. 

Why is this important? Well, a collective mindset is your culture in action. In other words, the ways in which your company as a whole thinks and acts are a direct representation of your company’s culture, and that significantly improves outcomes. But where does a collective mindset originate? The mindsets of the individuals that make up an organization are the greatest contributors to a collective mindset, and why people are the greatest asset to an organization’s success.

When we consider that mindset drives behaviors, and behaviors don’t change until a core mindset changes, we’re able to more clearly see why a focus on mindset should come first.

Explore more insights like this in our research report. Conclusion

While a great company culture is characterized by hundreds of factors, the five we recapped in this blog post are particularly crucial.  Psychological safety, where employees feel comfortable expressing themselves without fear of negative consequences, fosters innovation, better decision-making, and higher engagement. Recognition and appreciation play a crucial role in employee satisfaction and productivity, leading to a positive company culture. Collaboration promotes creativity and teamwork, resulting in higher performance and employee engagement. And lastly, leadership development and a focus on employee mindset contribute to a positive culture by improving engagement, trust, and ambition. 

By nurturing these qualities, organizations can cultivate thriving company cultures that attract top talent, drive success, and create a supportive and productive work environment.

hbspt.cta.load(23346030, 'c9eb205c-cefc-442e-9991-44c06bba762e', {"useNewLoader":"true","region":"na1"}); To learn more about fostering great company cultures, download our research report. 

The post What are the top qualities of a good company culture? appeared first on Arbinger.

5 key qualities of a great company culture

Company culture is the heartbeat of an organization—it encompasses the values, beliefs, behaviors, and attitudes that shape how work gets done. A great company culture is essential for attracting and retaining top talent, fostering employee engagement, and driving business success. And there’s a lot at stake if it misses the mark.

In a recent survey of 300+ executives and decision-makers, we found that 92% of respondents believe that a positive company culture is critical to their organization’s success. 

Positive company cultures are typically high-performing cultures not because employees “hustle” and work around the clock, but because employees feel respected, have the space to be innovative, believe their leaders are invested in their development, and are more engaged in collaboration. In this blog post, we’ll outline five qualities of a great company culture and provide examples of how they can be demonstrated within an organization.

1. Psychological safety

According to a Google study, psychological safety is the most important factor in effective teams. Psychological safety is the belief that one can speak up without fear of retribution or negative consequences. In a psychologically safe environment, employees feel comfortable sharing their ideas, asking questions, and challenging the status quo. This results in better decision-making, more innovation, and higher levels of engagement.

Google is a company that’s known for its emphasis on psychological safety. They’ve conducted extensive research on the topic and have found that teams with high levels of psychological safety are more productive and have higher job satisfaction. To promote psychological safety, Google encourages teams to share their ideas and opinions, and rewards risk-taking and experimentation.

Psychologically safety isn’t something that can be fostered overnight, but rather, is demonstrated over time. Some ways you can make employees feel psychologically safe include: 

Show your teammates that they matter like you matter. This means taking the time to get to know them as people, and showing a genuine interest in their challenges and goals. (Consider using Arbinger’s Meet To Learn tool as a template for this!)Asking “How have I made things harder for you?” is a great window into exploring your impact on your team. This simple question can make a world of difference.Avoid blaming others when things go wrong. In a psychologically safe environment, everyone should be able to take accountability for their work, especially leaders! Not to mention, if an employee hears you speaking negatively about another teammate, it’ll make them wonder how you speak about them when they’re not in the room.Create ongoing feedback loops. Employees should feel empowered to come to you with their concerns and opinions about how things can be improved, and vice versa. A tool like Arbinger’s 3A+ Development Framework operationalizes feedback and makes the process more collaborative and productive for managers and employees.2. Employee recognition and appreciation

Employee recognition and appreciation are critical components of a positive company culture. When employees feel valued and appreciated, they are more engaged, more productive, and more likely to stay with the company. 

According to a study by the Harvard Business Review, employees who feel recognized are more likely to go above and beyond their job duties, which can lead to increased productivity and better business outcomes. Additionally, a survey conducted by Globoforce found that 78% of employees who were recognized for their work reported higher levels of engagement.

Recognition and appreciation can take many forms, such as verbal praise, written notes, or public acknowledgment. Another way is to make appreciation for your colleagues a habit. 

Here’s an example of how to do this taken from a tool that’s part of our Outward Leadership course. We challenge you to try this at some point during work week:

In addition to improving employee engagement and productivity, recognition and appreciation can also help to build a positive company culture. When employees feel valued and appreciated, they’re more likely to have a positive attitude toward your company and their colleagues. This can lead to a more collaborative and supportive work environment, which can benefit everyone. 

We’d also like to note there’s a difference between genuine appreciation and monetary compensation—and they have very different effects on culture. As stated by Harvard Business Review, “Appreciation is about acknowledging a person’s inherent value. The point isn’t their accomplishments. It’s their worth as a colleague and a human being.” Ultimately, true employee recognition doesn’t come from rewards, but rather, employees feeling truly seen and valued. 

3. Collaborative environment

A quality of great company culture that has immense benefits for both employees and the organization as a whole is collaboration. Collaboration fosters innovation and creativity, so when individuals from diverse backgrounds, experiences, and skill sets come together to work on a project, they bring unique perspectives and ideas to the table.

According to a study by the Boston Consulting Group, companies that promote collaborative working environments are 5 times more likely to be high-performing and innovative. Collaborative cultures encourage open communication, idea-sharing, and cross-pollination of knowledge, leading to the generation of new and inventive solutions to challenges.
On top of that, collaboration boosts employee engagement and satisfaction. Companies with a highly engaged workforce are 21% more profitable and 17% more productive than those with disengaged staff. When employees feel valued, included, and supported in a collaborative work environment, they are more likely to be motivated and committed to their work. This type of environment naturally promotes teamwork, fostering a sense of belonging and camaraderie among employees.

Below is an example of some activities you can use to increase collaboration within your team. These are pulled straight from our Outward Leadership training:

4. Continuous learning and development (particularly leadership development)

Our research report revealed that leadership development is key to a great company culture. 52% say that leadership development has the greatest impact on improving an organization’s culture. Successful leadership development initiatives are also associated with a more positive outlook on business success, increases in revenue, and feelings of contributing

meaningful work that makes an impact.

When it comes to its impact on culture, there are a few major areas that leadership development initiatives within a company directly impact:

Engagement: Organizations with the most successful leadership development initiatives are 3X more likely than all others to have great success with employee engagement.Confidence: Those with the most successful leadership development programs are 73% more likely to feel that employees trust each other at their organizations.Ambition: Those with the most successful leadership development programs are 63% more likely to feel that employees have an eagerness to improve.

You can see that employee engagement is a common theme throughout this blog post, and for good reason: It’s one of the surefire signs your company’s culture is a positive one. That’s also why leadership development is so crucial to a great company culture—it’s a ripple effect from the top down. Without fail, leaders who are self-aware, committed to being helpful, and curious about their impact on others, bring out the best in their teams and build highly-engaged and productive workforces.

5. Employee mindset

As we said at the beginning of this blog post, 97% of decision-makers and strategic leaders agree that the collective mindset of an organization directly improves that organization’s culture. However, our research report revealed that only 16% of respondents say that mindset is a part of their company’s leadership development, team performance, and DEI initiatives. 

Why is this important? Well, a collective mindset is your culture in action. In other words, the ways in which your company as a whole thinks and acts are a direct representation of your company’s culture, and that significantly improves outcomes. But where does a collective mindset originate? The mindsets of the individuals that make up an organization are the greatest contributors to a collective mindset, and why people are the greatest asset to an organization’s success.

When we consider that mindset drives behaviors, and behaviors don’t change until a core mindset changes, we’re able to more clearly see why a focus on mindset should come first.

Explore more insights like this in our research report. Conclusion

While a great company culture is characterized by hundreds of factors, the five we recapped in this blog post are particularly crucial.  Psychological safety, where employees feel comfortable expressing themselves without fear of negative consequences, fosters innovation, better decision-making, and higher engagement. Recognition and appreciation play a crucial role in employee satisfaction and productivity, leading to a positive company culture. Collaboration promotes creativity and teamwork, resulting in higher performance and employee engagement. And lastly, leadership development and a focus on employee mindset contribute to a positive culture by improving engagement, trust, and ambition. 

By nurturing these qualities, organizations can cultivate thriving company cultures that attract top talent, drive success, and create a supportive and productive work environment.

To learn more about fostering great company cultures, download our research report. 

The post 5 key qualities of a great company culture appeared first on Arbinger.

Transforming organizational culture: Real-world examples from Arbinger

Organizational culture serves as the beating heart of any company, influencing its values, behaviors, and overall performance. A positive and thriving culture fosters employee engagement, collaboration, and innovation—helping organizations meet their goals, improve employee relationships, and ultimately thrive. A negative culture, however, can be detrimental. 

The challenge is, transforming organizational culture is no easy feat. It requires a fundamental shift in mindset, behaviors, and established norms. 

But that’s where Arbinger comes in. Over the last 40+ years, we’ve worked with organizations worldwide to drive mindset shifts that create lasting change. In this article, we explore four compelling examples of how Arbinger’s approach and training has revolutionized organizational cultures.

1. Changing systems and improving results at a healthcare company

The challenge: Plum Healthcare was founded in 1999 with a goal to create a healthcare company without the persistent problems that plague many healthcare organizations. Their strategy centered on acquiring and transforming dysfunctional long-term care and rehabilitation facilities. To achieve the accelerated growth the organization was looking to achieve, they knew they needed to overhaul their culture to a people-centric approach. 

The solution: Plum Healthcare sought Arbinger’s assistance in developing a leadership model, an organizational cultural framework, and front-line staff tools to facilitate a successful transition for each newly acquired facility. 

Initially, Arbinger consultants provided strategic in-person consulting and virtual coaching to the executive team. They guided the development and implementation of a strategic roadmap that would enable cultural transformation during and after each facility acquisition. As a result of this initial work, the executive team was able to develop policies and implement collaborative work practices that would serve as the footings of an outward mindset culture. Through ongoing coaching sessions, Arbinger worked to equip executive leaders with the skills to grow and develop every facility administrator throughout the company.

The partnership also included:

Customized training programsFacilitator training and certificationDeployment across facilities

The results: By implementing Arbinger’s tools across the organization, Plum grew at a remarkable rate. The most significant highlights include:

Increasing its number of facilities and employees by almost 500%Growing to operate 63 skilled nursing facilities and 5 home health and hospice agencies strategically located throughout California, Utah, and ArizonaIncorporating over 3,900 nurses into Plum’s healthcare systemImproving Clinical Quality Measures by 37%Federal citations at Plum facilities, a key indicator of quality of care, were 34% less than the average number of citations received by competitor companies

Watch the full story of Plum’s transformation here: 

2. Driving change through law enforcement leadership development

The challenge: Throughout 2008, tensions were building between the police department of Kansas City, Missouri (KCPD), and the Fraternal Order of Police (FOP). The disagreements between the organizations led both parties to hire attorneys—and the collective bargaining process was shaping up to be drawn-out and contentious. KCPD’s Chief of Police was desperate to prevent the seemingly inevitable battle with the FOP. After reading Leadership and Self-Deception and attending an Arbinger workshop, KCPD’s chief decided to bring Arbinger to police headquarters. 

The solution: KCPD and Arbinger brought together department heads, members of the FOP, and a few other key leaders to engage in Arbinger’s intense process that was geared toward law enforcement leadership development. The room was arranged so that members of the FOP and members of the department were sitting among each other. Those present described the workshop’s beginning as “icy and hostile.” But one participant recalls, “it wasn’t long before we could see the walls beginning to break down and people starting to connect with the other people in the room.” 

As the training continued, officers who had not spoken to each other in years started conversing. The results were immediately transformative. 

The results: The 1910 Squad was notorious for receiving community complaints. But since introducing Arbinger’s law enforcement leadership development practices, community complaints have evaporated. In fact:

The squad has not received a complaint related to a search warrant in 10 years since the transformation process was initiatedThe change has also increased efficiency: In the first five years after implementing Arbinger, the 1910 squad recovered more illicit guns, drugs, and money than they had in the previous decadeFor these exceptional results, the 1910 squad earned a special unit citation

Watch the KCPD story here:

3. Fostering collaboration amid organizational restructuring at an office supply retailer

The challenge: With over 34,000 employees, Staples is a well-known office supply retailer on a global scale, having successfully weathered evolving markets and a competitive industry over a period of 35+ years. In 2013, Staples embarked on a massive restructuring of its European operations, perhaps the largest undertaking of its kind in the industry. The scope and complexity of the changes were substantial, involving significant job cuts and extensive revisions to roles and responsibilities.

The solution: Arbinger consultants carefully gathered relevant contextual details to inform their efforts and support Staples’ organization restructuring. This information was utilized to design customized workshop sessions for the senior levels of Staples Europe leadership. Arbinger facilitators met with the leadership team every three to six months from June 2013 to January 2015. This format provided flexible, ongoing support adapted to the evolving needs of the transitioning division.

The results: Because of their work with Arbinger, Staples Europe was able to better execute the intricate components of their major organizational restructuring. And by focusing attention on the mindset that underlies productive behaviors, senior leadership was able to strengthen their working relationships. 

The team at Staples saw monumental shifts in:

Employee understanding, communication, and cooperationFinally controlling runaway levels of stress and negative tensionUnleashing the latent talent and cooperation waiting within their workforce

Watch Staples’ transformation unfold here:

4. Unlocking key metrics that improve team performance at this non-profit organization

The challenge: Dr. Reddy’s Foundation works to support India’s most underprivileged youth in attaining sustainable livelihoods through its flagship program, LABS, which has trained over 290,000 young people. However, due to financial limitations, LABS was restricted to 75 centers and 25,000 youth annually, leading to the adoption of a social business model where participants contribute a nominal fee. 

While this change allowed the foundation to serve more youth in more locations, it required increased efficiency. The foundation faced obstacles in achieving this efficiency, including a broken organizational culture and interdepartmental issues requiring the CEO’s intervention. They needed a solution that would help them align their organization.

The solution: Many interventions fail when leaders delegate ultimate responsibility for change to someone else. Because the Arbinger consultant who arrived to assess the foundation’s problems knew the critical importance of leader buy-in to improve team performance, he invited the CEO to expressly state what his role as the organization’s leader would be in the transformation effort. 

Once he’d expressed this commitment to his key leaders, the CEO and leadership team began an initial facilitated work session. The workshop provided a common language for the top 30 leaders that:

Helped the leaders heighten their self-awarenessProvided a framework and tools for self-managementProvided opportunities to apply the framework and tools in their work with each other

Arbinger also worked together with the team at Dr. Reddy’s Foundation to:

Redefine organizational and individual objectivesShift from holding people accountable to helping people hold themselves accountableRefine policies and processes to ensure they were inviting an outward mindset. Department leaders worked alongside individual team members to revise department and individual objectivesReview processes and structures and more effectively track improvements

The results: Overall, there has been a significant improvement in collaboration, teamwork, and support between departments. People are now treating people as people. A senior department head at Dr. Reddy’s Foundation has said that Arbinger brought considerable change in their way of working and has dramatically impacted our results. Because of their new way of working, the leadership team was able to generate the consensus needed to take major, unprecedented steps to remove roadblocks to success.  

Some of the biggest highlights include: 

Complaints are nearly non-existentDramatic improvement in student enrollment and retentionInterdepartmental blaming and resulting silos are now relics of the past

Watch this video to learn more about Dr. Reddy’s transformation:

Organizational change can start today

While cultural transformation doesn’t happen overnight, making small changes right now can begin to make a real impact on the way your teammates see each other, speak to each other, and work together. When you consider the stories we recapped in this post, you can see that even cultural challenges that were once viewed as “broken”, “icy”, and “hostile” were resolved by shifting mindsets. Are you ready to experience the impact of a mindset shift? 

Chat with our team of experts to learn more about how Arbinger can help you achieve your business goals. Request a consultation here!

The post Transforming organizational culture: Real-world examples from Arbinger appeared first on Arbinger.

4 real-world examples of how Arbinger transforms organizational cultures

Organizational culture serves as the beating heart of any company, influencing its values, behaviors, and overall performance. A positive and thriving culture fosters employee engagement, collaboration, and innovation—helping organizations meet their goals, improve employee relationships, and ultimately thrive. A negative culture, however, can be detrimental. 

The challenge is, transforming organizational culture is no easy feat. It requires a fundamental shift in mindset, behaviors, and established norms. 

But that’s where Arbinger comes in. Over the last 40+ years, we’ve worked with organizations worldwide to drive mindset shifts that create lasting change. In this article, we explore four compelling examples of how Arbinger’s approach and training has revolutionized organizational cultures.

1. Changing systems and improving results at a healthcare company

The challenge: Plum Healthcare was founded in 1999 with a goal to create a healthcare company without the persistent problems that plague many healthcare organizations. Their strategy centered on acquiring and transforming dysfunctional long-term care and rehabilitation facilities. To achieve the accelerated growth the organization was looking to achieve, they knew they needed to overhaul their culture to a people-centric approach. 

The solution: Plum Healthcare sought Arbinger’s assistance in developing a leadership model, an organizational cultural framework, and front-line staff tools to facilitate a successful transition for each newly acquired facility. 

Initially, Arbinger consultants provided strategic in-person consulting and virtual coaching to the executive team. They guided the development and implementation of a strategic roadmap that would enable cultural transformation during and after each facility acquisition. As a result of this initial work, the executive team was able to develop policies and implement collaborative work practices that would serve as the footings of an outward mindset culture. Through ongoing coaching sessions, Arbinger worked to equip executive leaders with the skills to grow and develop every facility administrator throughout the company.

The partnership also included:

Customized training programsFacilitator training and certificationDeployment across facilities

The results: By implementing Arbinger’s tools across the organization, Plum grew at a remarkable rate. The most significant highlights include:

Increasing its number of facilities and employees by almost 500%Growing to operate 63 skilled nursing facilities and 5 home health and hospice agencies strategically located throughout California, Utah, and ArizonaIncorporating over 3,900 nurses into Plum’s healthcare systemImproving Clinical Quality Measures by 37%Federal citations at Plum facilities, a key indicator of quality of care, were 34% less than the average number of citations received by competitor companies

Watch the full story of Plum’s transformation here: 

2. Driving change through law enforcement leadership development

The challenge: Throughout 2008, tensions were building between the police department of Kansas City, Missouri (KCPD), and the Fraternal Order of Police (FOP). The disagreements between the organizations led both parties to hire attorneys—and the collective bargaining process was shaping up to be drawn-out and contentious. KCPD’s Chief of Police was desperate to prevent the seemingly inevitable battle with the FOP. After reading Leadership and Self-Deception and attending an Arbinger workshop, KCPD’s chief decided to bring Arbinger to police headquarters. 

The solution: KCPD and Arbinger brought together department heads, members of the FOP, and a few other key leaders to engage in Arbinger’s intense process that was geared toward law enforcement leadership development. The room was arranged so that members of the FOP and members of the department were sitting among each other. Those present described the workshop’s beginning as “icy and hostile.” But one participant recalls, “it wasn’t long before we could see the walls beginning to break down and people starting to connect with the other people in the room.” 

As the training continued, officers who had not spoken to each other in years started conversing. The results were immediately transformative. 

The results: The 1910 Squad was notorious for receiving community complaints. But since introducing Arbinger’s law enforcement leadership development practices, community complaints have evaporated. In fact:

The squad has not received a complaint related to a search warrant in 10 years since the transformation process was initiatedThe change has also increased efficiency: In the first five years after implementing Arbinger, the 1910 squad recovered more illicit guns, drugs, and money than they had in the previous decadeFor these exceptional results, the 1910 squad earned a special unit citation

Watch the KCPD story here:

3. Fostering collaboration amid organizational restructuring at an office supply retailer

The challenge: With over 34,000 employees, Staples is a well-known office supply retailer on a global scale, having successfully weathered evolving markets and a competitive industry over a period of 35+ years. In 2013, Staples embarked on a massive restructuring of its European operations, perhaps the largest undertaking of its kind in the industry. The scope and complexity of the changes were substantial, involving significant job cuts and extensive revisions to roles and responsibilities.

The solution: Arbinger consultants carefully gathered relevant contextual details to inform their efforts and support Staples’ organization restructuring. This information was utilized to design customized workshop sessions for the senior levels of Staples Europe leadership. Arbinger facilitators met with the leadership team every three to six months from June 2013 to January 2015. This format provided flexible, ongoing support adapted to the evolving needs of the transitioning division.

The results: Because of their work with Arbinger, Staples Europe was able to better execute the intricate components of their major organizational restructuring. And by focusing attention on the mindset that underlies productive behaviors, senior leadership was able to strengthen their working relationships. 

The team at Staples saw monumental shifts in:

Employee understanding, communication, and cooperationFinally controlling runaway levels of stress and negative tensionUnleashing the latent talent and cooperation waiting within their workforce

Watch Staples’ transformation unfold here:

4. Unlocking key metrics that improve team performance at this non-profit organization

The challenge: Dr. Reddy’s Foundation works to support India’s most underprivileged youth in attaining sustainable livelihoods through its flagship program, LABS, which has trained over 290,000 young people. However, due to financial limitations, LABS was restricted to 75 centers and 25,000 youth annually, leading to the adoption of a social business model where participants contribute a nominal fee. 

While this change allowed the foundation to serve more youth in more locations, it required increased efficiency. The foundation faced obstacles in achieving this efficiency, including a broken organizational culture and interdepartmental issues requiring the CEO’s intervention. They needed a solution that would help them align their organization.

The solution: Many interventions fail when leaders delegate ultimate responsibility for change to someone else. Because the Arbinger consultant who arrived to assess the foundation’s problems knew the critical importance of leader buy-in to improve team performance, he invited the CEO to expressly state what his role as the organization’s leader would be in the transformation effort. 

Once he’d expressed this commitment to his key leaders, the CEO and leadership team began an initial facilitated work session. The workshop provided a common language for the top 30 leaders that:

Helped the leaders heighten their self-awarenessProvided a framework and tools for self-managementProvided opportunities to apply the framework and tools in their work with each other

Arbinger also worked together with the team at Dr. Reddy’s Foundation to:

Redefine organizational and individual objectivesShift from holding people accountable to helping people hold themselves accountableRefine policies and processes to ensure they were inviting an outward mindset. Department leaders worked alongside individual team members to revise department and individual objectivesReview processes and structures and more effectively track improvements

The results: Overall, there has been a significant improvement in collaboration, teamwork, and support between departments. People are now treating people as people. A senior department head at Dr. Reddy’s Foundation has said that Arbinger brought considerable change in their way of working and has dramatically impacted our results. Because of their new way of working, the leadership team was able to generate the consensus needed to take major, unprecedented steps to remove roadblocks to success.  

Some of the biggest highlights include: 

Complaints are nearly non-existentDramatic improvement in student enrollment and retentionInterdepartmental blaming and resulting silos are now relics of the past

Watch this video to learn more about Dr. Reddy’s transformation:

Organizational change can start today

While cultural transformation doesn’t happen overnight, making small changes right now can begin to make a real impact on the way your teammates see each other, speak to each other, and work together. When you consider the stories we recapped in this post, you can see that even cultural challenges that were once viewed as “broken”, “icy”, and “hostile” were resolved by shifting mindsets. Are you ready to experience the impact of a mindset shift? 

Chat with our team of experts to learn more about how Arbinger can help you achieve your business goals. Request a consultation here!

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