OUR MEASURABLE BUSINESS PERFORMANCE GOAL

  • Increase cloud sales by 10M
  • Increase margin by 300/unit
  • Implement named strategy

THE INCREASED CULTURAL BEHAVIOR REQUIRED TO ACHIEVE IT

  • Accountability Ownership for performance and willingness to constantly learn, including learning from mistakes.
  • Emotional Commitment Company success becomes personal cause, discretionary effort and innovation to reach goals.
  • Energy Highest levels of productivity, on-demand additional dedication.
  • Faith Trust in management and management plans, even without empirical evidence to support either.

SIX-MONTH ACTION PLAN

August 2022

FILL THE TANKS

Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

Provide Context

GOOD THINGS THAT AREN'T CHANGING

  • Something cooler
  • Movies are awesome

TOUGH THINGS THAT AREN'T CHANGING

  • Taxes are not cool
  • Death

BIG THINGS THAT AREN'T CHANGING

  • Sky
  • Ocean is always changing

SMALL THINGS THAT AREN'T CHANGING

  • Atoms
  • Molecules bouncing around

CONDUCT PREDICTABILITY EXERCISES

THIS COULD HAPPEN

THIS IS WHAT WE WOULD DO

Success

Celebrate with everyone

Failure

Forget everyone

CREATE A SENSE OF SELF

Reinforce what proves your company's purpose, character and personality.

Integrity and Passion


WRITE THE SCRIPT

An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

DECLARE YOUR INTENTION

This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

SUPPORT IT WITH ACTION

The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

DECLARE YOUR INTENTION

SUPPORT IT WITH ACTION

Declaring these intention

Supporting them

Say you will do it

Do it

September 2022

ASK FOR TRUST A LITTLE AT A TIME

Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

EXPLAIN WHAT WILL AND WON'T HAPPEN

Within the next 60 days these things will definitely happen.

  1. This absolutely will change a bunch

  2. This too

Within the next 60 days these things will definitely NOT happen.

  1. This absolutely will not change

  2. This too

Within the next 90 days these are the choice points for your culture.

  1. Choice 1
  2. Chouce 2
  3. Choice 3

Within the next 90 days these are the choke points for your culture.

  1. Choke 1
  2. Choke 2
  3. Choke 3

Within the next 90 days these are the safety checks for your culture.

  1. Saftery 1
  2. Safety 3
  3. Safety 2

REINFORCE WITH MEANING

Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

REINFORCE MEANING

  • Say things like ... you're so awesome
  • Offer sexual favors

October 2022

WRITE THE SCRIPT

An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

DECLARE YOUR INTENTION

This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

SUPPORT IT WITH ACTION

The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

DECLARE YOUR INTENTION

SUPPORT IT WITH ACTION

Declaring these intention

Supporting them

Say you will do it

Do it


LIGHT THE PATH AHEAD

Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

EXPLAIN WHAT WILL AND WON'T HAPPEN

Within the next 60 days these things will definitely happen.

  1. This absolutely will change a bunch

  2. This too

Within the next 60 days these things will definitely NOT happen.

  1. This absolutely will not change

  2. This too

Within the next 90 days these are the choice points for your culture.

  1. Choice 1
  2. Chouce 2
  3. Choice 3

Within the next 90 days these are the choke points for your culture.

  1. Choke 1
  2. Choke 2
  3. Choke 3

Within the next 90 days these are the safety checks for your culture.

  1. Saftery 1
  2. Safety 3
  3. Safety 2

November 2022

FILL THE TANKS

Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

Provide Context

GOOD THINGS THAT AREN'T CHANGING

  • Something cooler
  • Movies are awesome

TOUGH THINGS THAT AREN'T CHANGING

  • Taxes are not cool
  • Death

BIG THINGS THAT AREN'T CHANGING

  • Sky
  • Ocean is always changing

SMALL THINGS THAT AREN'T CHANGING

  • Atoms
  • Molecules bouncing around

CONDUCT PREDICTABILITY EXERCISES

THIS COULD HAPPEN

THIS IS WHAT WE WOULD DO

Success

Celebrate with everyone

Failure

Forget everyone

CREATE A SENSE OF SELF

Reinforce what proves your company's purpose, character and personality.

Integrity and Passion


ASK FOR TRUST A LITTLE AT A TIME

Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

EXPLAIN WHAT WILL AND WON'T HAPPEN

Within the next 60 days these things will definitely happen.

  1. This absolutely will change a bunch

  2. This too

Within the next 60 days these things will definitely NOT happen.

  1. This absolutely will not change

  2. This too

Within the next 90 days these are the choice points for your culture.

  1. Choice 1
  2. Chouce 2
  3. Choice 3

Within the next 90 days these are the choke points for your culture.

  1. Choke 1
  2. Choke 2
  3. Choke 3

Within the next 90 days these are the safety checks for your culture.

  1. Saftery 1
  2. Safety 3
  3. Safety 2

REINFORCE WITH MEANING

Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

REINFORCE MEANING

  • Say things like ... you're so awesome
  • Offer sexual favors

December 2022

GET ATTENTION

An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

DECLARE YOUR INTENTION

This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

SUPPORT IT WITH ACTION

The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

DECLARE YOUR INTENTION

SUPPORT IT WITH ACTION

Declaring these intention

Supporting them

Say you will do it

Do it


REINFORCE WITH MEANING

Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

REINFORCE MEANING

  • Say things like ... you're so awesome
  • Offer sexual favors

January 2023

FILL THE TANKS

Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

Provide Context

GOOD THINGS THAT AREN'T CHANGING

  • Something cooler
  • Movies are awesome

TOUGH THINGS THAT AREN'T CHANGING

  • Taxes are not cool
  • Death

BIG THINGS THAT AREN'T CHANGING

  • Sky
  • Ocean is always changing

SMALL THINGS THAT AREN'T CHANGING

  • Atoms
  • Molecules bouncing around

CONDUCT PREDICTABILITY EXERCISES

THIS COULD HAPPEN

THIS IS WHAT WE WOULD DO

Success

Celebrate with everyone

Failure

Forget everyone

CREATE A SENSE OF SELF

Reinforce what proves your company's purpose, character and personality.

Integrity and Passion


LIGHT THE PATH AHEAD

Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

EXPLAIN WHAT WILL AND WON'T HAPPEN

Within the next 60 days these things will definitely happen.

  1. This absolutely will change a bunch

  2. This too

Within the next 60 days these things will definitely NOT happen.

  1. This absolutely will not change

  2. This too

Within the next 90 days these are the choice points for your culture.

  1. Choice 1
  2. Chouce 2
  3. Choice 3

Within the next 90 days these are the choke points for your culture.

  1. Choke 1
  2. Choke 2
  3. Choke 3

Within the next 90 days these are the safety checks for your culture.

  1. Saftery 1
  2. Safety 3
  3. Safety 2

PREPARE THE PRESSURE TEST

Just when you’ve done everything you’ve committed to, your culture may go crazy on you and act like you’ve not done anything at all. This is a good thing: The culture is beginning to recognize enough of a pattern of empathy, respect and promise-action to consider a revision in its level of commitment to your cloud transition.

It only has a few ways to test whether this is a safe move and one of the easiest is to pretend to walk away – revert to former lower levels of commitment and behavior -- since if you weren’t serious you would abandon the new way of treating it as a tactic that didn’t work. Hold the course here.

The test won’t last long and you’ll come out of the other side with a noticeably increased level of commitment.

OUR MEASURABLE BUSINESS PERFORMANCE GOAL

    THE INCREASED CULTURAL BEHAVIOR REQUIRED TO ACHIEVE IT

    SIX-MONTH ACTION PLAN

    August 2022

    FILL THE TANKS

    Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

    Provide Context

    GOOD THINGS THAT AREN'T CHANGING

    TOUGH THINGS THAT AREN'T CHANGING

    BIG THINGS THAT AREN'T CHANGING

    SMALL THINGS THAT AREN'T CHANGING

    CONDUCT PREDICTABILITY EXERCISES

    THIS COULD HAPPEN

    THIS IS WHAT WE WOULD DO

    CREATE A SENSE OF SELF

    Reinforce what proves your company's purpose, character and personality.


    WRITE THE SCRIPT

    An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

    DECLARE YOUR INTENTION

    This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

    SUPPORT IT WITH ACTION

    The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

    DECLARE YOUR INTENTION

    SUPPORT IT WITH ACTION

    September 2022

    ASK FOR TRUST A LITTLE AT A TIME

    Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

    EXPLAIN WHAT WILL AND WON'T HAPPEN

    Within the next 60 days these things will definitely happen.

    Within the next 60 days these things will definitely NOT happen.


    REINFORCE WITH MEANING

    Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

    REINFORCE MEANING

    October 2022

    WRITE THE SCRIPT

    An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

    DECLARE YOUR INTENTION

    This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

    SUPPORT IT WITH ACTION

    The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

    DECLARE YOUR INTENTION

    SUPPORT IT WITH ACTION


    LIGHT THE PATH AHEAD

    Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

    EXPLAIN WHAT WILL AND WON'T HAPPEN

    Within the next 60 days these things will definitely happen.

    Within the next 60 days these things will definitely NOT happen.

    November 2022

    FILL THE TANKS

    Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

    Provide Context

    GOOD THINGS THAT AREN'T CHANGING

    TOUGH THINGS THAT AREN'T CHANGING

    BIG THINGS THAT AREN'T CHANGING

    SMALL THINGS THAT AREN'T CHANGING

    CONDUCT PREDICTABILITY EXERCISES

    THIS COULD HAPPEN

    THIS IS WHAT WE WOULD DO

    CREATE A SENSE OF SELF

    Reinforce what proves your company's purpose, character and personality.


    ASK FOR TRUST A LITTLE AT A TIME

    Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

    EXPLAIN WHAT WILL AND WON'T HAPPEN

    Within the next 60 days these things will definitely happen.

    Within the next 60 days these things will definitely NOT happen.


    REINFORCE WITH MEANING

    Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

    REINFORCE MEANING

    December 2022

    GET ATTENTION

    An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

    DECLARE YOUR INTENTION

    This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

    SUPPORT IT WITH ACTION

    The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

    DECLARE YOUR INTENTION

    SUPPORT IT WITH ACTION


    REINFORCE WITH MEANING

    Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

    REINFORCE MEANING

    January 2023

    FILL THE TANKS

    Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

    Provide Context

    GOOD THINGS THAT AREN'T CHANGING

    TOUGH THINGS THAT AREN'T CHANGING

    BIG THINGS THAT AREN'T CHANGING

    SMALL THINGS THAT AREN'T CHANGING

    CONDUCT PREDICTABILITY EXERCISES

    THIS COULD HAPPEN

    THIS IS WHAT WE WOULD DO

    CREATE A SENSE OF SELF

    Reinforce what proves your company's purpose, character and personality.


    LIGHT THE PATH AHEAD

    Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

    EXPLAIN WHAT WILL AND WON'T HAPPEN

    Within the next 60 days these things will definitely happen.

    Within the next 60 days these things will definitely NOT happen.


    PREPARE THE PRESSURE TEST

    Just when you’ve done everything you’ve committed to, your culture may go crazy on you and act like you’ve not done anything at all. This is a good thing: The culture is beginning to recognize enough of a pattern of empathy, respect and promise-action to consider a revision in its level of commitment to your cloud transition.

    It only has a few ways to test whether this is a safe move and one of the easiest is to pretend to walk away – revert to former lower levels of commitment and behavior -- since if you weren’t serious you would abandon the new way of treating it as a tactic that didn’t work. Hold the course here.

    The test won’t last long and you’ll come out of the other side with a noticeably increased level of commitment.

    OUR MEASURABLE BUSINESS PERFORMANCE GOAL

    • Increase revenue by 30M
    • Take market share and hold it without reducing margin
    • Recruit and/or retain top talent

    THE INCREASED CULTURAL BEHAVIOR REQUIRED TO ACHIEVE IT

    • Emotional Commitment Company success becomes personal cause, discretionary effort and innovation to reach goals.
    • Faith Trust in management and management plans, even without empirical evidence to support either.
    • Resiliency Undeterred by setbacks and working in circumstances where all is not known, fast return from exhaustion.

    SIX-MONTH ACTION PLAN

    August 2022

    FILL THE TANKS

    Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

    Provide Context

    GOOD THINGS THAT AREN'T CHANGING

    • Life
    • Love

    TOUGH THINGS THAT AREN'T CHANGING

    • Pain
    • Suffering

    BIG THINGS THAT AREN'T CHANGING

    • Ocean
    • Sky

    SMALL THINGS THAT AREN'T CHANGING

    • Termites
    • Dust

    CONDUCT PREDICTABILITY EXERCISES

    THIS COULD HAPPEN

    THIS IS WHAT WE WOULD DO

    This could happen

    We would do this

    This is another thing that could happen

    We would do this

    CREATE A SENSE OF SELF

    Reinforce what proves your company's purpose, character and personality.

    Character and Personality of course


    WRITE THE SCRIPT

    An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

    DECLARE YOUR INTENTION

    This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

    SUPPORT IT WITH ACTION

    The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

    DECLARE YOUR INTENTION

    SUPPORT IT WITH ACTION

    Declare intention

    Support it

    Declare another intention

    Support it .. genius

    September 2022

    ASK FOR TRUST A LITTLE AT A TIME

    Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

    EXPLAIN WHAT WILL AND WON'T HAPPEN

    Within the next 60 days these things will definitely happen.

    1. This

    2. That

    Within the next 60 days these things will definitely NOT happen.

    1. Another thing

    2. This thing

    Within the next 90 days these are the choice points for your culture.

    1. Choice 1
    2. Choice 2
    3. Choice 3

    Within the next 90 days these are the choke points for your culture.

    1. Choke 1
    2. Choke 2
    3. Choke 3

    Within the next 90 days these are the safety checks for your culture.

    1. Safety 1
    2. Safety 2
    3. Safety 3

    REINFORCE WITH MEANING

    Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

    REINFORCE MEANING

    • Parades
    • Concerts
    • Lights

    October 2022

    WRITE THE SCRIPT

    An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

    DECLARE YOUR INTENTION

    This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

    SUPPORT IT WITH ACTION

    The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

    DECLARE YOUR INTENTION

    SUPPORT IT WITH ACTION

    Declare intention

    Support it

    Declare another intention

    Support it .. genius


    LIGHT THE PATH AHEAD

    Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

    EXPLAIN WHAT WILL AND WON'T HAPPEN

    Within the next 60 days these things will definitely happen.

    1. This

    2. That

    Within the next 60 days these things will definitely NOT happen.

    1. Another thing

    2. This thing

    Within the next 90 days these are the choice points for your culture.

    1. Choice 1
    2. Choice 2
    3. Choice 3

    Within the next 90 days these are the choke points for your culture.

    1. Choke 1
    2. Choke 2
    3. Choke 3

    Within the next 90 days these are the safety checks for your culture.

    1. Safety 1
    2. Safety 2
    3. Safety 3

    November 2022

    FILL THE TANKS

    Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

    Provide Context

    GOOD THINGS THAT AREN'T CHANGING

    • Life
    • Love

    TOUGH THINGS THAT AREN'T CHANGING

    • Pain
    • Suffering

    BIG THINGS THAT AREN'T CHANGING

    • Ocean
    • Sky

    SMALL THINGS THAT AREN'T CHANGING

    • Termites
    • Dust

    CONDUCT PREDICTABILITY EXERCISES

    THIS COULD HAPPEN

    THIS IS WHAT WE WOULD DO

    This could happen

    We would do this

    This is another thing that could happen

    We would do this

    CREATE A SENSE OF SELF

    Reinforce what proves your company's purpose, character and personality.

    Character and Personality of course


    ASK FOR TRUST A LITTLE AT A TIME

    Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

    EXPLAIN WHAT WILL AND WON'T HAPPEN

    Within the next 60 days these things will definitely happen.

    1. This

    2. That

    Within the next 60 days these things will definitely NOT happen.

    1. Another thing

    2. This thing

    Within the next 90 days these are the choice points for your culture.

    1. Choice 1
    2. Choice 2
    3. Choice 3

    Within the next 90 days these are the choke points for your culture.

    1. Choke 1
    2. Choke 2
    3. Choke 3

    Within the next 90 days these are the safety checks for your culture.

    1. Safety 1
    2. Safety 2
    3. Safety 3

    REINFORCE WITH MEANING

    Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

    REINFORCE MEANING

    • Parades
    • Concerts
    • Lights

    December 2022

    GET ATTENTION

    An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

    DECLARE YOUR INTENTION

    This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

    SUPPORT IT WITH ACTION

    The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

    DECLARE YOUR INTENTION

    SUPPORT IT WITH ACTION

    Declare intention

    Support it

    Declare another intention

    Support it .. genius


    REINFORCE WITH MEANING

    Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

    REINFORCE MEANING

    • Parades
    • Concerts
    • Lights

    January 2023

    FILL THE TANKS

    Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

    Provide Context

    GOOD THINGS THAT AREN'T CHANGING

    • Life
    • Love

    TOUGH THINGS THAT AREN'T CHANGING

    • Pain
    • Suffering

    BIG THINGS THAT AREN'T CHANGING

    • Ocean
    • Sky

    SMALL THINGS THAT AREN'T CHANGING

    • Termites
    • Dust

    CONDUCT PREDICTABILITY EXERCISES

    THIS COULD HAPPEN

    THIS IS WHAT WE WOULD DO

    This could happen

    We would do this

    This is another thing that could happen

    We would do this

    CREATE A SENSE OF SELF

    Reinforce what proves your company's purpose, character and personality.

    Character and Personality of course


    LIGHT THE PATH AHEAD

    Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

    EXPLAIN WHAT WILL AND WON'T HAPPEN

    Within the next 60 days these things will definitely happen.

    1. This

    2. That

    Within the next 60 days these things will definitely NOT happen.

    1. Another thing

    2. This thing

    Within the next 90 days these are the choice points for your culture.

    1. Choice 1
    2. Choice 2
    3. Choice 3

    Within the next 90 days these are the choke points for your culture.

    1. Choke 1
    2. Choke 2
    3. Choke 3

    Within the next 90 days these are the safety checks for your culture.

    1. Safety 1
    2. Safety 2
    3. Safety 3

    PREPARE THE PRESSURE TEST

    Just when you’ve done everything you’ve committed to, your culture may go crazy on you and act like you’ve not done anything at all. This is a good thing: The culture is beginning to recognize enough of a pattern of empathy, respect and promise-action to consider a revision in its level of commitment to your cloud transition.

    It only has a few ways to test whether this is a safe move and one of the easiest is to pretend to walk away – revert to former lower levels of commitment and behavior -- since if you weren’t serious you would abandon the new way of treating it as a tactic that didn’t work. Hold the course here.

    The test won’t last long and you’ll come out of the other side with a noticeably increased level of commitment.

    OUR MEASURABLE BUSINESS PERFORMANCE GOAL

    • Increase cloud sales by 100,000,000,000
    • Increase revenue by 1234570909
    • Make market share
    • Recruit and/or retain top talent

    THE INCREASED CULTURAL BEHAVIOR REQUIRED TO ACHIEVE IT

    • Accountability Ownership for performance and willingness to constantly learn, including learning from mistakes.
    • Advocacy Aggressive evangelism of company products, pricing, plans and policies.
    • Emotional Commitment Company success becomes personal cause, discretionary effort and innovation to reach goals.

    SIX-MONTH ACTION PLAN

    August 2022

    FILL THE TANKS

    Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

    Provide Context

    GOOD THINGS THAT AREN'T CHANGING

    • ljhnxwlahd;je;

    TOUGH THINGS THAT AREN'T CHANGING

    • SXn;.snx/qskjms/;kj

    BIG THINGS THAT AREN'T CHANGING

    • ndx.lnsw;js

    SMALL THINGS THAT AREN'T CHANGING

    • xjnsl.ndxz;j

    CONDUCT PREDICTABILITY EXERCISES

    THIS COULD HAPPEN

    THIS IS WHAT WE WOULD DO

    xns;xnm;sj;wq

    zsjhqhnhnQHN

    QSNQKN;QJQJ

    JNAL.

    CREATE A SENSE OF SELF

    Reinforce what proves your company's purpose, character and personality.

    N CXL,WND;.WKJNDS;JW3;


    WRITE THE SCRIPT

    An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

    DECLARE YOUR INTENTION

    This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

    SUPPORT IT WITH ACTION

    The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

    DECLARE YOUR INTENTION

    SUPPORT IT WITH ACTION

    X,JNWSL.DXNWE;DJN;E

    XDJNWSLHNDLWHDL

    September 2022

    ASK FOR TRUST A LITTLE AT A TIME

    Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

    EXPLAIN WHAT WILL AND WON'T HAPPEN

    Within the next 60 days these things will definitely happen.

    Within the next 60 days these things will definitely NOT happen.

    Within the next 90 days these are the choice points for your culture.

    1. VNB,B,LJ
    2. BVMV,HBG
    3. VBKMHVG,LJGB

    Within the next 90 days these are the choke points for your culture.

    1. MBN,JB.H;.
    2. MB .B.KJH
    3. V ,LJGB;H;PIU

    Within the next 90 days these are the safety checks for your culture.

    1. NB ,
    2. JNHHN;H
    3. JHN;.HJ;J

    REINFORCE WITH MEANING

    Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

    REINFORCE MEANING

    • BVCKHMVGLHLUYH

    October 2022

    WRITE THE SCRIPT

    An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

    DECLARE YOUR INTENTION

    This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

    SUPPORT IT WITH ACTION

    The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

    DECLARE YOUR INTENTION

    SUPPORT IT WITH ACTION

    X,JNWSL.DXNWE;DJN;E

    XDJNWSLHNDLWHDL


    LIGHT THE PATH AHEAD

    Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

    EXPLAIN WHAT WILL AND WON'T HAPPEN

    Within the next 60 days these things will definitely happen.

    Within the next 60 days these things will definitely NOT happen.

    Within the next 90 days these are the choice points for your culture.

    1. VNB,B,LJ
    2. BVMV,HBG
    3. VBKMHVG,LJGB

    Within the next 90 days these are the choke points for your culture.

    1. MBN,JB.H;.
    2. MB .B.KJH
    3. V ,LJGB;H;PIU

    Within the next 90 days these are the safety checks for your culture.

    1. NB ,
    2. JNHHN;H
    3. JHN;.HJ;J

    November 2022

    FILL THE TANKS

    Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

    Provide Context

    GOOD THINGS THAT AREN'T CHANGING

    • ljhnxwlahd;je;

    TOUGH THINGS THAT AREN'T CHANGING

    • SXn;.snx/qskjms/;kj

    BIG THINGS THAT AREN'T CHANGING

    • ndx.lnsw;js

    SMALL THINGS THAT AREN'T CHANGING

    • xjnsl.ndxz;j

    CONDUCT PREDICTABILITY EXERCISES

    THIS COULD HAPPEN

    THIS IS WHAT WE WOULD DO

    xns;xnm;sj;wq

    zsjhqhnhnQHN

    QSNQKN;QJQJ

    JNAL.

    CREATE A SENSE OF SELF

    Reinforce what proves your company's purpose, character and personality.

    N CXL,WND;.WKJNDS;JW3;


    ASK FOR TRUST A LITTLE AT A TIME

    Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

    EXPLAIN WHAT WILL AND WON'T HAPPEN

    Within the next 60 days these things will definitely happen.

    Within the next 60 days these things will definitely NOT happen.

    Within the next 90 days these are the choice points for your culture.

    1. VNB,B,LJ
    2. BVMV,HBG
    3. VBKMHVG,LJGB

    Within the next 90 days these are the choke points for your culture.

    1. MBN,JB.H;.
    2. MB .B.KJH
    3. V ,LJGB;H;PIU

    Within the next 90 days these are the safety checks for your culture.

    1. NB ,
    2. JNHHN;H
    3. JHN;.HJ;J

    REINFORCE WITH MEANING

    Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

    REINFORCE MEANING

    • BVCKHMVGLHLUYH

    December 2022

    GET ATTENTION

    An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

    DECLARE YOUR INTENTION

    This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

    SUPPORT IT WITH ACTION

    The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

    DECLARE YOUR INTENTION

    SUPPORT IT WITH ACTION

    X,JNWSL.DXNWE;DJN;E

    XDJNWSLHNDLWHDL


    REINFORCE WITH MEANING

    Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

    REINFORCE MEANING

    • BVCKHMVGLHLUYH

    January 2023

    FILL THE TANKS

    Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

    Provide Context

    GOOD THINGS THAT AREN'T CHANGING

    • ljhnxwlahd;je;

    TOUGH THINGS THAT AREN'T CHANGING

    • SXn;.snx/qskjms/;kj

    BIG THINGS THAT AREN'T CHANGING

    • ndx.lnsw;js

    SMALL THINGS THAT AREN'T CHANGING

    • xjnsl.ndxz;j

    CONDUCT PREDICTABILITY EXERCISES

    THIS COULD HAPPEN

    THIS IS WHAT WE WOULD DO

    xns;xnm;sj;wq

    zsjhqhnhnQHN

    QSNQKN;QJQJ

    JNAL.

    CREATE A SENSE OF SELF

    Reinforce what proves your company's purpose, character and personality.

    N CXL,WND;.WKJNDS;JW3;


    LIGHT THE PATH AHEAD

    Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

    EXPLAIN WHAT WILL AND WON'T HAPPEN

    Within the next 60 days these things will definitely happen.

    Within the next 60 days these things will definitely NOT happen.

    Within the next 90 days these are the choice points for your culture.

    1. VNB,B,LJ
    2. BVMV,HBG
    3. VBKMHVG,LJGB

    Within the next 90 days these are the choke points for your culture.

    1. MBN,JB.H;.
    2. MB .B.KJH
    3. V ,LJGB;H;PIU

    Within the next 90 days these are the safety checks for your culture.

    1. NB ,
    2. JNHHN;H
    3. JHN;.HJ;J

    PREPARE THE PRESSURE TEST

    Just when you’ve done everything you’ve committed to, your culture may go crazy on you and act like you’ve not done anything at all. This is a good thing: The culture is beginning to recognize enough of a pattern of empathy, respect and promise-action to consider a revision in its level of commitment to your cloud transition.

    It only has a few ways to test whether this is a safe move and one of the easiest is to pretend to walk away – revert to former lower levels of commitment and behavior -- since if you weren’t serious you would abandon the new way of treating it as a tactic that didn’t work. Hold the course here.

    The test won’t last long and you’ll come out of the other side with a noticeably increased level of commitment.

    OUR MEASURABLE BUSINESS PERFORMANCE GOAL

      THE INCREASED CULTURAL BEHAVIOR REQUIRED TO ACHIEVE IT

      SIX-MONTH ACTION PLAN

      August 2022

      FILL THE TANKS

      Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

      Provide Context

      GOOD THINGS THAT AREN'T CHANGING

      TOUGH THINGS THAT AREN'T CHANGING

      BIG THINGS THAT AREN'T CHANGING

      SMALL THINGS THAT AREN'T CHANGING

      CONDUCT PREDICTABILITY EXERCISES

      THIS COULD HAPPEN

      THIS IS WHAT WE WOULD DO

      CREATE A SENSE OF SELF

      Reinforce what proves your company's purpose, character and personality.


      WRITE THE SCRIPT

      An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

      DECLARE YOUR INTENTION

      This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

      SUPPORT IT WITH ACTION

      The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

      DECLARE YOUR INTENTION

      SUPPORT IT WITH ACTION

      September 2022

      ASK FOR TRUST A LITTLE AT A TIME

      Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

      EXPLAIN WHAT WILL AND WON'T HAPPEN

      Within the next 60 days these things will definitely happen.

      Within the next 60 days these things will definitely NOT happen.


      REINFORCE WITH MEANING

      Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

      REINFORCE MEANING

      October 2022

      WRITE THE SCRIPT

      An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

      DECLARE YOUR INTENTION

      This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

      SUPPORT IT WITH ACTION

      The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

      DECLARE YOUR INTENTION

      SUPPORT IT WITH ACTION


      LIGHT THE PATH AHEAD

      Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

      EXPLAIN WHAT WILL AND WON'T HAPPEN

      Within the next 60 days these things will definitely happen.

      Within the next 60 days these things will definitely NOT happen.

      November 2022

      FILL THE TANKS

      Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

      Provide Context

      GOOD THINGS THAT AREN'T CHANGING

      TOUGH THINGS THAT AREN'T CHANGING

      BIG THINGS THAT AREN'T CHANGING

      SMALL THINGS THAT AREN'T CHANGING

      CONDUCT PREDICTABILITY EXERCISES

      THIS COULD HAPPEN

      THIS IS WHAT WE WOULD DO

      CREATE A SENSE OF SELF

      Reinforce what proves your company's purpose, character and personality.


      ASK FOR TRUST A LITTLE AT A TIME

      Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

      EXPLAIN WHAT WILL AND WON'T HAPPEN

      Within the next 60 days these things will definitely happen.

      Within the next 60 days these things will definitely NOT happen.


      REINFORCE WITH MEANING

      Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

      REINFORCE MEANING

      December 2022

      GET ATTENTION

      An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

      DECLARE YOUR INTENTION

      This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

      SUPPORT IT WITH ACTION

      The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

      DECLARE YOUR INTENTION

      SUPPORT IT WITH ACTION


      REINFORCE WITH MEANING

      Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

      REINFORCE MEANING

      January 2023

      FILL THE TANKS

      Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

      Provide Context

      GOOD THINGS THAT AREN'T CHANGING

      TOUGH THINGS THAT AREN'T CHANGING

      BIG THINGS THAT AREN'T CHANGING

      SMALL THINGS THAT AREN'T CHANGING

      CONDUCT PREDICTABILITY EXERCISES

      THIS COULD HAPPEN

      THIS IS WHAT WE WOULD DO

      CREATE A SENSE OF SELF

      Reinforce what proves your company's purpose, character and personality.


      LIGHT THE PATH AHEAD

      Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

      EXPLAIN WHAT WILL AND WON'T HAPPEN

      Within the next 60 days these things will definitely happen.

      Within the next 60 days these things will definitely NOT happen.


      PREPARE THE PRESSURE TEST

      Just when you’ve done everything you’ve committed to, your culture may go crazy on you and act like you’ve not done anything at all. This is a good thing: The culture is beginning to recognize enough of a pattern of empathy, respect and promise-action to consider a revision in its level of commitment to your cloud transition.

      It only has a few ways to test whether this is a safe move and one of the easiest is to pretend to walk away – revert to former lower levels of commitment and behavior -- since if you weren’t serious you would abandon the new way of treating it as a tactic that didn’t work. Hold the course here.

      The test won’t last long and you’ll come out of the other side with a noticeably increased level of commitment.

      OUR MEASURABLE BUSINESS PERFORMANCE GOAL

        THE INCREASED CULTURAL BEHAVIOR REQUIRED TO ACHIEVE IT

        SIX-MONTH ACTION PLAN

        August 2022

        FILL THE TANKS

        Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

        Provide Context

        GOOD THINGS THAT AREN'T CHANGING

        TOUGH THINGS THAT AREN'T CHANGING

        BIG THINGS THAT AREN'T CHANGING

        SMALL THINGS THAT AREN'T CHANGING

        CONDUCT PREDICTABILITY EXERCISES

        THIS COULD HAPPEN

        THIS IS WHAT WE WOULD DO

        CREATE A SENSE OF SELF

        Reinforce what proves your company's purpose, character and personality.


        WRITE THE SCRIPT

        An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

        DECLARE YOUR INTENTION

        This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

        SUPPORT IT WITH ACTION

        The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

        DECLARE YOUR INTENTION

        SUPPORT IT WITH ACTION

        September 2022

        ASK FOR TRUST A LITTLE AT A TIME

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        Within the next 60 days these things will definitely NOT happen.


        REINFORCE WITH MEANING

        Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

        REINFORCE MEANING

        October 2022

        WRITE THE SCRIPT

        An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

        DECLARE YOUR INTENTION

        This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

        SUPPORT IT WITH ACTION

        The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

        DECLARE YOUR INTENTION

        SUPPORT IT WITH ACTION


        LIGHT THE PATH AHEAD

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        Within the next 60 days these things will definitely NOT happen.

        November 2022

        FILL THE TANKS

        Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

        Provide Context

        GOOD THINGS THAT AREN'T CHANGING

        TOUGH THINGS THAT AREN'T CHANGING

        BIG THINGS THAT AREN'T CHANGING

        SMALL THINGS THAT AREN'T CHANGING

        CONDUCT PREDICTABILITY EXERCISES

        THIS COULD HAPPEN

        THIS IS WHAT WE WOULD DO

        CREATE A SENSE OF SELF

        Reinforce what proves your company's purpose, character and personality.


        ASK FOR TRUST A LITTLE AT A TIME

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        Within the next 60 days these things will definitely NOT happen.


        REINFORCE WITH MEANING

        Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

        REINFORCE MEANING

        December 2022

        GET ATTENTION

        An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

        DECLARE YOUR INTENTION

        This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

        SUPPORT IT WITH ACTION

        The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

        DECLARE YOUR INTENTION

        SUPPORT IT WITH ACTION


        REINFORCE WITH MEANING

        Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

        REINFORCE MEANING

        January 2023

        FILL THE TANKS

        Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

        Provide Context

        GOOD THINGS THAT AREN'T CHANGING

        TOUGH THINGS THAT AREN'T CHANGING

        BIG THINGS THAT AREN'T CHANGING

        SMALL THINGS THAT AREN'T CHANGING

        CONDUCT PREDICTABILITY EXERCISES

        THIS COULD HAPPEN

        THIS IS WHAT WE WOULD DO

        CREATE A SENSE OF SELF

        Reinforce what proves your company's purpose, character and personality.


        LIGHT THE PATH AHEAD

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        Within the next 60 days these things will definitely NOT happen.


        PREPARE THE PRESSURE TEST

        Just when you’ve done everything you’ve committed to, your culture may go crazy on you and act like you’ve not done anything at all. This is a good thing: The culture is beginning to recognize enough of a pattern of empathy, respect and promise-action to consider a revision in its level of commitment to your cloud transition.

        It only has a few ways to test whether this is a safe move and one of the easiest is to pretend to walk away – revert to former lower levels of commitment and behavior -- since if you weren’t serious you would abandon the new way of treating it as a tactic that didn’t work. Hold the course here.

        The test won’t last long and you’ll come out of the other side with a noticeably increased level of commitment.

        OUR MEASURABLE BUSINESS PERFORMANCE GOAL

        • Increase cloud sales by 30%
        • Increase revenue by 20%
        • Increase margin by 10%
        • Make market share
        • Protect market share
        • Take market share and hold it without reducing margin
        • Recruit and/or retain top talent
        • Implement named strategy

        THE INCREASED CULTURAL BEHAVIOR REQUIRED TO ACHIEVE IT

        • Evangelism Promotion of cloud to others.
        • Resiliency Undeterred by setbacks and working in circumstances where all is not known, fast return from exhaustion.
        • Patience Tolerance of conditions where not everything is figured out yet.
        • Trust Belief in management, leadership and company intentions.

        SIX-MONTH ACTION PLAN

        August 2022

        FILL THE TANKS

        Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

        Provide Context

        GOOD THINGS THAT AREN'T CHANGING

        • name
        • management
        • comp plan
        • process is not changing
        • vendors not changing
        • deal registration
        • focus on customers
        • mission statement
        • brand
        • head count

        TOUGH THINGS THAT AREN'T CHANGING

        • deal registration
        • targets
        • margin targets
        • suppliers

        BIG THINGS THAT AREN'T CHANGING

        • same goods & service to same customers
        • core business

        SMALL THINGS THAT AREN'T CHANGING

        • location
        • facilities (scotchies)
        • your work physical environment

        CONDUCT PREDICTABILITY EXERCISES

        THIS COULD HAPPEN

        THIS IS WHAT WE WOULD DO

        Spin off of a net new business

        create knowledge within the existing business

        People do not understand the change

        educate, constant reinforcement, sell what is not changing, all of the same good things apply

        The change does not work (does not resonate with partners)

        have a failure model in place that everyone knows. Could take resources from existing business. Advertise monitoring of the business change. Why have we done this. What are we going to do with this. What is going to occur if success or not success...

        Failure to recognise previous achievement & contribution

        recognition of core talent, award agility, sell positives of change (and what has not changed). Nurture survival and emotional prosperity aspects of culture.

        what ever happens

        communication & reiteration of what is not changing and distill what is.

        Things are just BAU - not a success or a failure

        ensure that this is part of the plan too, communicate this. Remember that culture is neurotic.

        If we over achieve

        Articulate a plan, reiterate.

        CREATE A SENSE OF SELF

        Reinforce what proves your company's purpose, character and personality.

        What people will say about you at the BBQ? presidents club, rewarding success... recognition for high achievers...

        The fact that there are lots of photos for the family club concept. Involvement in the internal recognition schemes, not just having them.

        If a company is large, this is sometimes something that people will talk about at the BBQ - something that they are proud of.

        help people be successful, involvement in a positive journey

        Identification with boutique

        cloud native, customer obsessed & technology focused


        WRITE THE SCRIPT

        An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

        DECLARE YOUR INTENTION

        This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

        SUPPORT IT WITH ACTION

        The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

        DECLARE YOUR INTENTION

        SUPPORT IT WITH ACTION

        creating a new service line - connect

        taking innovation to the innovators - owning the innovation.

        set up a new CRM system

        challenge the team and do something self depreciating - wear the pink outfit. It needs to be uncomfortable for the person doing it.

        Picking up the work of someone that has a family emergency / cannot work

        complete their tasks to your own detriment...

        win a deal against something that almost signed and sealed

        supporting your partnerships, not wavering from your strengths.

        Chuck all your own hardware out the window

        demonstrate commitment to cloud

        demonstrate DR in front of everyone

        walk into data centre and pull out random plugs

        September 2022

        ASK FOR TRUST A LITTLE AT A TIME

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        Within the next 60 days these things will definitely NOT happen.

        Within the next 90 days these are the choice points for your culture.

        1. Talk cloud first
        2. ensure there is opex not capex in the quote

        Within the next 90 days these are the choke points for your culture.

        1. client does not want cloud
        2. cannot answer questions

        Within the next 90 days these are the safety checks for your culture.

        1. are you using certain terms, opex annuity
        2. check lists for new business and quotes and SOWs

        REINFORCE WITH MEANING

        Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

        REINFORCE MEANING

        • bottle of wine with some sort of meaning to each employee, spend the year gathering and buying them. Named like their name
        • email late at night or very early recognising great performance
        • hand written note when you do something well
        • putting your neck out award - giraffe
        • generically give special awards
        • MAD award - making a difference
        • WOW - win of the week
        • HHH - get vouchers

        October 2022

        WRITE THE SCRIPT

        An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

        DECLARE YOUR INTENTION

        This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

        SUPPORT IT WITH ACTION

        The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

        DECLARE YOUR INTENTION

        SUPPORT IT WITH ACTION

        creating a new service line - connect

        taking innovation to the innovators - owning the innovation.

        set up a new CRM system

        challenge the team and do something self depreciating - wear the pink outfit. It needs to be uncomfortable for the person doing it.

        Picking up the work of someone that has a family emergency / cannot work

        complete their tasks to your own detriment...

        win a deal against something that almost signed and sealed

        supporting your partnerships, not wavering from your strengths.

        Chuck all your own hardware out the window

        demonstrate commitment to cloud

        demonstrate DR in front of everyone

        walk into data centre and pull out random plugs


        LIGHT THE PATH AHEAD

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        Within the next 60 days these things will definitely NOT happen.

        Within the next 90 days these are the choice points for your culture.

        1. Talk cloud first
        2. ensure there is opex not capex in the quote

        Within the next 90 days these are the choke points for your culture.

        1. client does not want cloud
        2. cannot answer questions

        Within the next 90 days these are the safety checks for your culture.

        1. are you using certain terms, opex annuity
        2. check lists for new business and quotes and SOWs

        November 2022

        FILL THE TANKS

        Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

        Provide Context

        GOOD THINGS THAT AREN'T CHANGING

        • name
        • management
        • comp plan
        • process is not changing
        • vendors not changing
        • deal registration
        • focus on customers
        • mission statement
        • brand
        • head count

        TOUGH THINGS THAT AREN'T CHANGING

        • deal registration
        • targets
        • margin targets
        • suppliers

        BIG THINGS THAT AREN'T CHANGING

        • same goods & service to same customers
        • core business

        SMALL THINGS THAT AREN'T CHANGING

        • location
        • facilities (scotchies)
        • your work physical environment

        CONDUCT PREDICTABILITY EXERCISES

        THIS COULD HAPPEN

        THIS IS WHAT WE WOULD DO

        Spin off of a net new business

        create knowledge within the existing business

        People do not understand the change

        educate, constant reinforcement, sell what is not changing, all of the same good things apply

        The change does not work (does not resonate with partners)

        have a failure model in place that everyone knows. Could take resources from existing business. Advertise monitoring of the business change. Why have we done this. What are we going to do with this. What is going to occur if success or not success...

        Failure to recognise previous achievement & contribution

        recognition of core talent, award agility, sell positives of change (and what has not changed). Nurture survival and emotional prosperity aspects of culture.

        what ever happens

        communication & reiteration of what is not changing and distill what is.

        Things are just BAU - not a success or a failure

        ensure that this is part of the plan too, communicate this. Remember that culture is neurotic.

        If we over achieve

        Articulate a plan, reiterate.

        CREATE A SENSE OF SELF

        Reinforce what proves your company's purpose, character and personality.

        What people will say about you at the BBQ? presidents club, rewarding success... recognition for high achievers...

        The fact that there are lots of photos for the family club concept. Involvement in the internal recognition schemes, not just having them.

        If a company is large, this is sometimes something that people will talk about at the BBQ - something that they are proud of.

        help people be successful, involvement in a positive journey

        Identification with boutique

        cloud native, customer obsessed & technology focused


        ASK FOR TRUST A LITTLE AT A TIME

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        Within the next 60 days these things will definitely NOT happen.

        Within the next 90 days these are the choice points for your culture.

        1. Talk cloud first
        2. ensure there is opex not capex in the quote

        Within the next 90 days these are the choke points for your culture.

        1. client does not want cloud
        2. cannot answer questions

        Within the next 90 days these are the safety checks for your culture.

        1. are you using certain terms, opex annuity
        2. check lists for new business and quotes and SOWs

        REINFORCE WITH MEANING

        Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

        REINFORCE MEANING

        • bottle of wine with some sort of meaning to each employee, spend the year gathering and buying them. Named like their name
        • email late at night or very early recognising great performance
        • hand written note when you do something well
        • putting your neck out award - giraffe
        • generically give special awards
        • MAD award - making a difference
        • WOW - win of the week
        • HHH - get vouchers

        December 2022

        GET ATTENTION

        An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

        DECLARE YOUR INTENTION

        This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

        SUPPORT IT WITH ACTION

        The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

        DECLARE YOUR INTENTION

        SUPPORT IT WITH ACTION

        creating a new service line - connect

        taking innovation to the innovators - owning the innovation.

        set up a new CRM system

        challenge the team and do something self depreciating - wear the pink outfit. It needs to be uncomfortable for the person doing it.

        Picking up the work of someone that has a family emergency / cannot work

        complete their tasks to your own detriment...

        win a deal against something that almost signed and sealed

        supporting your partnerships, not wavering from your strengths.

        Chuck all your own hardware out the window

        demonstrate commitment to cloud

        demonstrate DR in front of everyone

        walk into data centre and pull out random plugs


        REINFORCE WITH MEANING

        Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

        REINFORCE MEANING

        • bottle of wine with some sort of meaning to each employee, spend the year gathering and buying them. Named like their name
        • email late at night or very early recognising great performance
        • hand written note when you do something well
        • putting your neck out award - giraffe
        • generically give special awards
        • MAD award - making a difference
        • WOW - win of the week
        • HHH - get vouchers

        January 2023

        FILL THE TANKS

        Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

        Provide Context

        GOOD THINGS THAT AREN'T CHANGING

        • name
        • management
        • comp plan
        • process is not changing
        • vendors not changing
        • deal registration
        • focus on customers
        • mission statement
        • brand
        • head count

        TOUGH THINGS THAT AREN'T CHANGING

        • deal registration
        • targets
        • margin targets
        • suppliers

        BIG THINGS THAT AREN'T CHANGING

        • same goods & service to same customers
        • core business

        SMALL THINGS THAT AREN'T CHANGING

        • location
        • facilities (scotchies)
        • your work physical environment

        CONDUCT PREDICTABILITY EXERCISES

        THIS COULD HAPPEN

        THIS IS WHAT WE WOULD DO

        Spin off of a net new business

        create knowledge within the existing business

        People do not understand the change

        educate, constant reinforcement, sell what is not changing, all of the same good things apply

        The change does not work (does not resonate with partners)

        have a failure model in place that everyone knows. Could take resources from existing business. Advertise monitoring of the business change. Why have we done this. What are we going to do with this. What is going to occur if success or not success...

        Failure to recognise previous achievement & contribution

        recognition of core talent, award agility, sell positives of change (and what has not changed). Nurture survival and emotional prosperity aspects of culture.

        what ever happens

        communication & reiteration of what is not changing and distill what is.

        Things are just BAU - not a success or a failure

        ensure that this is part of the plan too, communicate this. Remember that culture is neurotic.

        If we over achieve

        Articulate a plan, reiterate.

        CREATE A SENSE OF SELF

        Reinforce what proves your company's purpose, character and personality.

        What people will say about you at the BBQ? presidents club, rewarding success... recognition for high achievers...

        The fact that there are lots of photos for the family club concept. Involvement in the internal recognition schemes, not just having them.

        If a company is large, this is sometimes something that people will talk about at the BBQ - something that they are proud of.

        help people be successful, involvement in a positive journey

        Identification with boutique

        cloud native, customer obsessed & technology focused


        LIGHT THE PATH AHEAD

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        Within the next 60 days these things will definitely NOT happen.

        Within the next 90 days these are the choice points for your culture.

        1. Talk cloud first
        2. ensure there is opex not capex in the quote

        Within the next 90 days these are the choke points for your culture.

        1. client does not want cloud
        2. cannot answer questions

        Within the next 90 days these are the safety checks for your culture.

        1. are you using certain terms, opex annuity
        2. check lists for new business and quotes and SOWs

        PREPARE THE PRESSURE TEST

        Just when you’ve done everything you’ve committed to, your culture may go crazy on you and act like you’ve not done anything at all. This is a good thing: The culture is beginning to recognize enough of a pattern of empathy, respect and promise-action to consider a revision in its level of commitment to your cloud transition.

        It only has a few ways to test whether this is a safe move and one of the easiest is to pretend to walk away – revert to former lower levels of commitment and behavior -- since if you weren’t serious you would abandon the new way of treating it as a tactic that didn’t work. Hold the course here.

        The test won’t last long and you’ll come out of the other side with a noticeably increased level of commitment.

        OUR MEASURABLE BUSINESS PERFORMANCE GOAL

        • Increase cloud sales by 20% of current revenue
        • Take market share and hold it without reducing margin
        • Recruit and/or retain top talent

        THE INCREASED CULTURAL BEHAVIOR REQUIRED TO ACHIEVE IT

        • Accountability Ownership for performance and willingness to constantly learn, including learning from mistakes.
        • Emotional Commitment Company success becomes personal cause, discretionary effort and innovation to reach goals.
        • Openness Willingness to consider the new and different.
        • Patience Tolerance of conditions where not everything is figured out yet.

        SIX-MONTH ACTION PLAN

        August 2022

        FILL THE TANKS

        Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

        Provide Context

        GOOD THINGS THAT AREN'T CHANGING

        • Commitment to service our clients. Customer Success is still key. Our Commitment to our People.

        TOUGH THINGS THAT AREN'T CHANGING

        • Workload. Fundamentals of Remuneration. Accountability. Staff #'s/Job Security

        BIG THINGS THAT AREN'T CHANGING

        • Staying true to the core business.

        SMALL THINGS THAT AREN'T CHANGING

        • Xmas Party. Recognition for individual success. The celebration of the team as a whole.

        CONDUCT PREDICTABILITY EXERCISES

        THIS COULD HAPPEN

        THIS IS WHAT WE WOULD DO

        Our business will need to acquire skills to sell and implement cloud

        Train up our existing employees and potentially hire new staff

        Our clients could move to the competition or buy another vendor solution

        We will ensure we change our business engagements to stay closer to the client and continue with the customer experience journey. Start a value based process with clients

        What if the sales and revenue doesn't materialise

        Don't worry. We recognise that this is unchartered waters/an unknown. We will trigger a re-evaluation based on metrics of success.

        Cloud implementations may be unsuccessful

        We will continually learn lessons from our experience with our clients and build knowledge for the next opportunity.

        CREATE A SENSE OF SELF

        Reinforce what proves your company's purpose, character and personality.

        What metrics we adopt to recognise our people. Personality: Having fun while delivering results. Day to day environment. Staff BBQ/Lunch. Forum for ideas from staff. Small and unexpected gestures. Character: How we celebrate success and failure. Purpose:The way our staff talk about our business. How our customers perceive us because we go the extra mile. Celebrate birthdays. Give back to the community.


        WRITE THE SCRIPT

        An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

        DECLARE YOUR INTENTION

        This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

        SUPPORT IT WITH ACTION

        The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

        DECLARE YOUR INTENTION

        SUPPORT IT WITH ACTION

        We need to transform our business to sell cloud first

        If we are going to sell it we have to walk the walk - we move all our technology and solutions to the cloud.

        We want to shift our model to support cloud

        Invest funds into operationalising the opportunity - spend money here.

        Our intention is to have 20% of our business as 'cloud'

        Reward the sale that drives the strategy.

        We are prepared to walk away from business

        Maintain Integrity - don't burn your bridges because they may become your biggest client in the future.

        September 2022

        ASK FOR TRUST A LITTLE AT A TIME

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        1. We will launch our Cloud Connect business into the market and will integrate Cloud into our FY17 Business Plans during our offsite meeting.

        2. We will roll out a training plan to enable you to sell cloud

        Within the next 60 days these things will definitely NOT happen.

        1. No new sales targets will be set and no changes to current focus areas.

        2. You won't be expected to go out and sell and present to customers without support or adequate training.

        Within the next 90 days these are the choice points for your culture.

        1. Should I continue to sell something I'm not sure can be delivered
        2. When do I default to what I know and not bluff my way through.
        3. Should I close a sale right now or wait until the best time for the client to transition.

        Within the next 90 days these are the choke points for your culture.

        1. Customer doesn't buy my/our vision or solution
        2. Vendor doesn't support our methodology even though its in the best interests of the client. Competing interests.
        3. Its ok to say that you don't have the answer and revert back. Don't bluff

        Within the next 90 days these are the safety checks for your culture.

        1. Share experiences and communicate openly
        2. Pitch to your peers and solicit feedback
        3. Keep moving forward and persist

        REINFORCE WITH MEANING

        Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

        REINFORCE MEANING

        • write a note/card. favourite sport dinner for family/friends served by a sportsman. family day. work experience for your kids. speakers that are outside company/corporate message. Spotlight On " the employee" presents about them.

        October 2022

        WRITE THE SCRIPT

        An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

        DECLARE YOUR INTENTION

        This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

        SUPPORT IT WITH ACTION

        The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

        DECLARE YOUR INTENTION

        SUPPORT IT WITH ACTION

        We need to transform our business to sell cloud first

        If we are going to sell it we have to walk the walk - we move all our technology and solutions to the cloud.

        We want to shift our model to support cloud

        Invest funds into operationalising the opportunity - spend money here.

        Our intention is to have 20% of our business as 'cloud'

        Reward the sale that drives the strategy.

        We are prepared to walk away from business

        Maintain Integrity - don't burn your bridges because they may become your biggest client in the future.


        LIGHT THE PATH AHEAD

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        1. We will launch our Cloud Connect business into the market and will integrate Cloud into our FY17 Business Plans during our offsite meeting.

        2. We will roll out a training plan to enable you to sell cloud

        Within the next 60 days these things will definitely NOT happen.

        1. No new sales targets will be set and no changes to current focus areas.

        2. You won't be expected to go out and sell and present to customers without support or adequate training.

        Within the next 90 days these are the choice points for your culture.

        1. Should I continue to sell something I'm not sure can be delivered
        2. When do I default to what I know and not bluff my way through.
        3. Should I close a sale right now or wait until the best time for the client to transition.

        Within the next 90 days these are the choke points for your culture.

        1. Customer doesn't buy my/our vision or solution
        2. Vendor doesn't support our methodology even though its in the best interests of the client. Competing interests.
        3. Its ok to say that you don't have the answer and revert back. Don't bluff

        Within the next 90 days these are the safety checks for your culture.

        1. Share experiences and communicate openly
        2. Pitch to your peers and solicit feedback
        3. Keep moving forward and persist

        November 2022

        FILL THE TANKS

        Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

        Provide Context

        GOOD THINGS THAT AREN'T CHANGING

        • Commitment to service our clients. Customer Success is still key. Our Commitment to our People.

        TOUGH THINGS THAT AREN'T CHANGING

        • Workload. Fundamentals of Remuneration. Accountability. Staff #'s/Job Security

        BIG THINGS THAT AREN'T CHANGING

        • Staying true to the core business.

        SMALL THINGS THAT AREN'T CHANGING

        • Xmas Party. Recognition for individual success. The celebration of the team as a whole.

        CONDUCT PREDICTABILITY EXERCISES

        THIS COULD HAPPEN

        THIS IS WHAT WE WOULD DO

        Our business will need to acquire skills to sell and implement cloud

        Train up our existing employees and potentially hire new staff

        Our clients could move to the competition or buy another vendor solution

        We will ensure we change our business engagements to stay closer to the client and continue with the customer experience journey. Start a value based process with clients

        What if the sales and revenue doesn't materialise

        Don't worry. We recognise that this is unchartered waters/an unknown. We will trigger a re-evaluation based on metrics of success.

        Cloud implementations may be unsuccessful

        We will continually learn lessons from our experience with our clients and build knowledge for the next opportunity.

        CREATE A SENSE OF SELF

        Reinforce what proves your company's purpose, character and personality.

        What metrics we adopt to recognise our people. Personality: Having fun while delivering results. Day to day environment. Staff BBQ/Lunch. Forum for ideas from staff. Small and unexpected gestures. Character: How we celebrate success and failure. Purpose:The way our staff talk about our business. How our customers perceive us because we go the extra mile. Celebrate birthdays. Give back to the community.


        ASK FOR TRUST A LITTLE AT A TIME

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        1. We will launch our Cloud Connect business into the market and will integrate Cloud into our FY17 Business Plans during our offsite meeting.

        2. We will roll out a training plan to enable you to sell cloud

        Within the next 60 days these things will definitely NOT happen.

        1. No new sales targets will be set and no changes to current focus areas.

        2. You won't be expected to go out and sell and present to customers without support or adequate training.

        Within the next 90 days these are the choice points for your culture.

        1. Should I continue to sell something I'm not sure can be delivered
        2. When do I default to what I know and not bluff my way through.
        3. Should I close a sale right now or wait until the best time for the client to transition.

        Within the next 90 days these are the choke points for your culture.

        1. Customer doesn't buy my/our vision or solution
        2. Vendor doesn't support our methodology even though its in the best interests of the client. Competing interests.
        3. Its ok to say that you don't have the answer and revert back. Don't bluff

        Within the next 90 days these are the safety checks for your culture.

        1. Share experiences and communicate openly
        2. Pitch to your peers and solicit feedback
        3. Keep moving forward and persist

        REINFORCE WITH MEANING

        Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

        REINFORCE MEANING

        • write a note/card. favourite sport dinner for family/friends served by a sportsman. family day. work experience for your kids. speakers that are outside company/corporate message. Spotlight On " the employee" presents about them.

        December 2022

        GET ATTENTION

        An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

        DECLARE YOUR INTENTION

        This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

        SUPPORT IT WITH ACTION

        The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

        DECLARE YOUR INTENTION

        SUPPORT IT WITH ACTION

        We need to transform our business to sell cloud first

        If we are going to sell it we have to walk the walk - we move all our technology and solutions to the cloud.

        We want to shift our model to support cloud

        Invest funds into operationalising the opportunity - spend money here.

        Our intention is to have 20% of our business as 'cloud'

        Reward the sale that drives the strategy.

        We are prepared to walk away from business

        Maintain Integrity - don't burn your bridges because they may become your biggest client in the future.


        REINFORCE WITH MEANING

        Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

        REINFORCE MEANING

        • write a note/card. favourite sport dinner for family/friends served by a sportsman. family day. work experience for your kids. speakers that are outside company/corporate message. Spotlight On " the employee" presents about them.

        January 2023

        FILL THE TANKS

        Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

        Provide Context

        GOOD THINGS THAT AREN'T CHANGING

        • Commitment to service our clients. Customer Success is still key. Our Commitment to our People.

        TOUGH THINGS THAT AREN'T CHANGING

        • Workload. Fundamentals of Remuneration. Accountability. Staff #'s/Job Security

        BIG THINGS THAT AREN'T CHANGING

        • Staying true to the core business.

        SMALL THINGS THAT AREN'T CHANGING

        • Xmas Party. Recognition for individual success. The celebration of the team as a whole.

        CONDUCT PREDICTABILITY EXERCISES

        THIS COULD HAPPEN

        THIS IS WHAT WE WOULD DO

        Our business will need to acquire skills to sell and implement cloud

        Train up our existing employees and potentially hire new staff

        Our clients could move to the competition or buy another vendor solution

        We will ensure we change our business engagements to stay closer to the client and continue with the customer experience journey. Start a value based process with clients

        What if the sales and revenue doesn't materialise

        Don't worry. We recognise that this is unchartered waters/an unknown. We will trigger a re-evaluation based on metrics of success.

        Cloud implementations may be unsuccessful

        We will continually learn lessons from our experience with our clients and build knowledge for the next opportunity.

        CREATE A SENSE OF SELF

        Reinforce what proves your company's purpose, character and personality.

        What metrics we adopt to recognise our people. Personality: Having fun while delivering results. Day to day environment. Staff BBQ/Lunch. Forum for ideas from staff. Small and unexpected gestures. Character: How we celebrate success and failure. Purpose:The way our staff talk about our business. How our customers perceive us because we go the extra mile. Celebrate birthdays. Give back to the community.


        LIGHT THE PATH AHEAD

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        1. We will launch our Cloud Connect business into the market and will integrate Cloud into our FY17 Business Plans during our offsite meeting.

        2. We will roll out a training plan to enable you to sell cloud

        Within the next 60 days these things will definitely NOT happen.

        1. No new sales targets will be set and no changes to current focus areas.

        2. You won't be expected to go out and sell and present to customers without support or adequate training.

        Within the next 90 days these are the choice points for your culture.

        1. Should I continue to sell something I'm not sure can be delivered
        2. When do I default to what I know and not bluff my way through.
        3. Should I close a sale right now or wait until the best time for the client to transition.

        Within the next 90 days these are the choke points for your culture.

        1. Customer doesn't buy my/our vision or solution
        2. Vendor doesn't support our methodology even though its in the best interests of the client. Competing interests.
        3. Its ok to say that you don't have the answer and revert back. Don't bluff

        Within the next 90 days these are the safety checks for your culture.

        1. Share experiences and communicate openly
        2. Pitch to your peers and solicit feedback
        3. Keep moving forward and persist

        PREPARE THE PRESSURE TEST

        Just when you’ve done everything you’ve committed to, your culture may go crazy on you and act like you’ve not done anything at all. This is a good thing: The culture is beginning to recognize enough of a pattern of empathy, respect and promise-action to consider a revision in its level of commitment to your cloud transition.

        It only has a few ways to test whether this is a safe move and one of the easiest is to pretend to walk away – revert to former lower levels of commitment and behavior -- since if you weren’t serious you would abandon the new way of treating it as a tactic that didn’t work. Hold the course here.

        The test won’t last long and you’ll come out of the other side with a noticeably increased level of commitment.

        OUR MEASURABLE BUSINESS PERFORMANCE GOAL

        • Increase cloud sales by 100%
        • Recruit and/or retain top talent
        • Implement named strategy

        THE INCREASED CULTURAL BEHAVIOR REQUIRED TO ACHIEVE IT

        • Accountability Ownership for performance and willingness to constantly learn, including learning from mistakes.
        • Emotional Commitment Company success becomes personal cause, discretionary effort and innovation to reach goals.
        • Energy Highest levels of productivity, on-demand additional dedication.
        • Evangelism Promotion of cloud to others.
        • Openness Willingness to consider the new and different.
        • Resiliency Undeterred by setbacks and working in circumstances where all is not known, fast return from exhaustion.
        • Trust Belief in management, leadership and company intentions.

        SIX-MONTH ACTION PLAN

        August 2022

        FILL THE TANKS

        Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

        Provide Context

        GOOD THINGS THAT AREN'T CHANGING

        • No staff reduction, Team
        • Customer Commitment

        TOUGH THINGS THAT AREN'T CHANGING

        • Forecasts, Numbers, Acheivement

        BIG THINGS THAT AREN'T CHANGING

        • Resources, Challenges
        • Vision, Strategy

        SMALL THINGS THAT AREN'T CHANGING

        • Bad coffee

        CONDUCT PREDICTABILITY EXERCISES

        THIS COULD HAPPEN

        THIS IS WHAT WE WOULD DO

        Lose key individuals

        re-inforce the message opportunity for others focus on new talent sometimes journeys don't align

        Question individual skills, what is now redundant

        Adjust business model

        Lose customer, change in customer value, shared risk

        Adjust customer experience

        CREATE A SENSE OF SELF

        Reinforce what proves your company's purpose, character and personality.

        Philanthropy - giving back to the community Work life balance - working while living your life. Giving back when you can.


        WRITE THE SCRIPT

        An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

        DECLARE YOUR INTENTION

        This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

        SUPPORT IT WITH ACTION

        The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

        DECLARE YOUR INTENTION

        SUPPORT IT WITH ACTION

        New Customer - Explore outside the install base

        Celebrate, Award, Compensate

        Innovation - Implementing employee solutions

        Awards, naming innovation

        September 2022

        ASK FOR TRUST A LITTLE AT A TIME

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        1. Define realistic short term deliverable goals

        2. Providing Training and enablement to begin the journey

        Within the next 60 days these things will definitely NOT happen.

        1. Team changes within the next 60 days

        2. No further changes to Goals and Strategy

        Within the next 90 days these are the choice points for your culture.

        1. Re-assessment of the required solution with management/leadership

        Within the next 90 days these are the choke points for your culture.

        1. Customer is not ready to undertake the new Journey Solution

        Within the next 90 days these are the safety checks for your culture.

        1. Ensure the new and old options are explained and available for open discussion

        REINFORCE WITH MEANING

        Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

        REINFORCE MEANING

        • BBQ lunches and Family outings
        • Sporting Events (Cricket & Golf)
        • Dinner with Partner
        • Cooking Events - Team building

        October 2022

        WRITE THE SCRIPT

        An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

        DECLARE YOUR INTENTION

        This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

        SUPPORT IT WITH ACTION

        The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

        DECLARE YOUR INTENTION

        SUPPORT IT WITH ACTION

        New Customer - Explore outside the install base

        Celebrate, Award, Compensate

        Innovation - Implementing employee solutions

        Awards, naming innovation


        LIGHT THE PATH AHEAD

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        1. Define realistic short term deliverable goals

        2. Providing Training and enablement to begin the journey

        Within the next 60 days these things will definitely NOT happen.

        1. Team changes within the next 60 days

        2. No further changes to Goals and Strategy

        Within the next 90 days these are the choice points for your culture.

        1. Re-assessment of the required solution with management/leadership

        Within the next 90 days these are the choke points for your culture.

        1. Customer is not ready to undertake the new Journey Solution

        Within the next 90 days these are the safety checks for your culture.

        1. Ensure the new and old options are explained and available for open discussion

        November 2022

        FILL THE TANKS

        Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

        Provide Context

        GOOD THINGS THAT AREN'T CHANGING

        • No staff reduction, Team
        • Customer Commitment

        TOUGH THINGS THAT AREN'T CHANGING

        • Forecasts, Numbers, Acheivement

        BIG THINGS THAT AREN'T CHANGING

        • Resources, Challenges
        • Vision, Strategy

        SMALL THINGS THAT AREN'T CHANGING

        • Bad coffee

        CONDUCT PREDICTABILITY EXERCISES

        THIS COULD HAPPEN

        THIS IS WHAT WE WOULD DO

        Lose key individuals

        re-inforce the message opportunity for others focus on new talent sometimes journeys don't align

        Question individual skills, what is now redundant

        Adjust business model

        Lose customer, change in customer value, shared risk

        Adjust customer experience

        CREATE A SENSE OF SELF

        Reinforce what proves your company's purpose, character and personality.

        Philanthropy - giving back to the community Work life balance - working while living your life. Giving back when you can.


        ASK FOR TRUST A LITTLE AT A TIME

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        1. Define realistic short term deliverable goals

        2. Providing Training and enablement to begin the journey

        Within the next 60 days these things will definitely NOT happen.

        1. Team changes within the next 60 days

        2. No further changes to Goals and Strategy

        Within the next 90 days these are the choice points for your culture.

        1. Re-assessment of the required solution with management/leadership

        Within the next 90 days these are the choke points for your culture.

        1. Customer is not ready to undertake the new Journey Solution

        Within the next 90 days these are the safety checks for your culture.

        1. Ensure the new and old options are explained and available for open discussion

        REINFORCE WITH MEANING

        Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

        REINFORCE MEANING

        • BBQ lunches and Family outings
        • Sporting Events (Cricket & Golf)
        • Dinner with Partner
        • Cooking Events - Team building

        December 2022

        GET ATTENTION

        An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

        DECLARE YOUR INTENTION

        This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

        SUPPORT IT WITH ACTION

        The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

        DECLARE YOUR INTENTION

        SUPPORT IT WITH ACTION

        New Customer - Explore outside the install base

        Celebrate, Award, Compensate

        Innovation - Implementing employee solutions

        Awards, naming innovation


        REINFORCE WITH MEANING

        Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

        REINFORCE MEANING

        • BBQ lunches and Family outings
        • Sporting Events (Cricket & Golf)
        • Dinner with Partner
        • Cooking Events - Team building

        January 2023

        FILL THE TANKS

        Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

        Provide Context

        GOOD THINGS THAT AREN'T CHANGING

        • No staff reduction, Team
        • Customer Commitment

        TOUGH THINGS THAT AREN'T CHANGING

        • Forecasts, Numbers, Acheivement

        BIG THINGS THAT AREN'T CHANGING

        • Resources, Challenges
        • Vision, Strategy

        SMALL THINGS THAT AREN'T CHANGING

        • Bad coffee

        CONDUCT PREDICTABILITY EXERCISES

        THIS COULD HAPPEN

        THIS IS WHAT WE WOULD DO

        Lose key individuals

        re-inforce the message opportunity for others focus on new talent sometimes journeys don't align

        Question individual skills, what is now redundant

        Adjust business model

        Lose customer, change in customer value, shared risk

        Adjust customer experience

        CREATE A SENSE OF SELF

        Reinforce what proves your company's purpose, character and personality.

        Philanthropy - giving back to the community Work life balance - working while living your life. Giving back when you can.


        LIGHT THE PATH AHEAD

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        1. Define realistic short term deliverable goals

        2. Providing Training and enablement to begin the journey

        Within the next 60 days these things will definitely NOT happen.

        1. Team changes within the next 60 days

        2. No further changes to Goals and Strategy

        Within the next 90 days these are the choice points for your culture.

        1. Re-assessment of the required solution with management/leadership

        Within the next 90 days these are the choke points for your culture.

        1. Customer is not ready to undertake the new Journey Solution

        Within the next 90 days these are the safety checks for your culture.

        1. Ensure the new and old options are explained and available for open discussion

        PREPARE THE PRESSURE TEST

        Just when you’ve done everything you’ve committed to, your culture may go crazy on you and act like you’ve not done anything at all. This is a good thing: The culture is beginning to recognize enough of a pattern of empathy, respect and promise-action to consider a revision in its level of commitment to your cloud transition.

        It only has a few ways to test whether this is a safe move and one of the easiest is to pretend to walk away – revert to former lower levels of commitment and behavior -- since if you weren’t serious you would abandon the new way of treating it as a tactic that didn’t work. Hold the course here.

        The test won’t last long and you’ll come out of the other side with a noticeably increased level of commitment.

        OUR MEASURABLE BUSINESS PERFORMANCE GOAL

        • Increase margin by 1.5%
        • Take market share and hold it without reducing margin
        • Recruit and/or retain top talent
        • Implement named strategy

        THE INCREASED CULTURAL BEHAVIOR REQUIRED TO ACHIEVE IT

        • Accountability Ownership for performance and willingness to constantly learn, including learning from mistakes.
        • Energy Highest levels of productivity, on-demand additional dedication.
        • Resiliency Undeterred by setbacks and working in circumstances where all is not known, fast return from exhaustion.
        • Trust Belief in management, leadership and company intentions.

        SIX-MONTH ACTION PLAN

        August 2022

        FILL THE TANKS

        Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

        Provide Context

        GOOD THINGS THAT AREN'T CHANGING

        • Segmentation of sales.
        • No one is losing their jobs.
        • Values.
        • Reporting lines.

        TOUGH THINGS THAT AREN'T CHANGING

        • People are not changing but there is a need to update skills.

        BIG THINGS THAT AREN'T CHANGING

        • Core systems.
        • Performance metrics.

        SMALL THINGS THAT AREN'T CHANGING

        • Not moving the office.

        CONDUCT PREDICTABILITY EXERCISES

        THIS COULD HAPPEN

        THIS IS WHAT WE WOULD DO

        Changing revenue model impacts comp plans.

        Open discussion and pilot program

        Upfront cost of customer acquisition is high.

        Changing to account management

        Delay in rolling out in provision of services from a local data centre.

        Loss of control.

        CREATE A SENSE OF SELF

        Reinforce what proves your company's purpose, character and personality.

        1. Oracle war stories about systems and processes and peoples ability to survive it. 2. History and long tenure. 3. Always something new at Oracle. 4. Encourage people to take risks and everyone is there to support them if they fail. 5. Report on amazing statistics, showing the magnitude of the work you do. 6. Include support people in presidents club.


        WRITE THE SCRIPT

        An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

        DECLARE YOUR INTENTION

        This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

        SUPPORT IT WITH ACTION

        The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

        DECLARE YOUR INTENTION

        SUPPORT IT WITH ACTION

        You don't need on premise infrastructure to run your applications.

        Make the switch and then throw your old test and dev kit through a window.

        Encourage customers to move to the cloud.

        Same fee transition period.

        Moving to office 365.

        Deleting a 17 year old PST file.

        September 2022

        ASK FOR TRUST A LITTLE AT A TIME

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        1. Intense training to support our new initiatives.

        2. A new compensation plan.

        Within the next 60 days these things will definitely NOT happen.

        1. We will not change your current line of business.

        2. Won't be changing the structure of your team.

        Within the next 90 days these are the choice points for your culture.

        1. Do I take the money now for the old way or delay the deal for a quarter for the old way.

        Within the next 90 days these are the choke points for your culture.

        1. Do we push cloud if we could possibly lose a deal?
        2. Resistance from client.

        Within the next 90 days these are the safety checks for your culture.

        1. If you are having 5 conversations with clients a day about the cloud you are doing the right thing.

        REINFORCE WITH MEANING

        Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

        REINFORCE MEANING

        • Personalised letter of acknowledgement.
        • Identify or understand their motivations.
        • Share an experience with them that you enjoy.

        October 2022

        WRITE THE SCRIPT

        An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

        DECLARE YOUR INTENTION

        This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

        SUPPORT IT WITH ACTION

        The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

        DECLARE YOUR INTENTION

        SUPPORT IT WITH ACTION

        You don't need on premise infrastructure to run your applications.

        Make the switch and then throw your old test and dev kit through a window.

        Encourage customers to move to the cloud.

        Same fee transition period.

        Moving to office 365.

        Deleting a 17 year old PST file.


        LIGHT THE PATH AHEAD

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        1. Intense training to support our new initiatives.

        2. A new compensation plan.

        Within the next 60 days these things will definitely NOT happen.

        1. We will not change your current line of business.

        2. Won't be changing the structure of your team.

        Within the next 90 days these are the choice points for your culture.

        1. Do I take the money now for the old way or delay the deal for a quarter for the old way.

        Within the next 90 days these are the choke points for your culture.

        1. Do we push cloud if we could possibly lose a deal?
        2. Resistance from client.

        Within the next 90 days these are the safety checks for your culture.

        1. If you are having 5 conversations with clients a day about the cloud you are doing the right thing.

        November 2022

        FILL THE TANKS

        Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

        Provide Context

        GOOD THINGS THAT AREN'T CHANGING

        • Segmentation of sales.
        • No one is losing their jobs.
        • Values.
        • Reporting lines.

        TOUGH THINGS THAT AREN'T CHANGING

        • People are not changing but there is a need to update skills.

        BIG THINGS THAT AREN'T CHANGING

        • Core systems.
        • Performance metrics.

        SMALL THINGS THAT AREN'T CHANGING

        • Not moving the office.

        CONDUCT PREDICTABILITY EXERCISES

        THIS COULD HAPPEN

        THIS IS WHAT WE WOULD DO

        Changing revenue model impacts comp plans.

        Open discussion and pilot program

        Upfront cost of customer acquisition is high.

        Changing to account management

        Delay in rolling out in provision of services from a local data centre.

        Loss of control.

        CREATE A SENSE OF SELF

        Reinforce what proves your company's purpose, character and personality.

        1. Oracle war stories about systems and processes and peoples ability to survive it. 2. History and long tenure. 3. Always something new at Oracle. 4. Encourage people to take risks and everyone is there to support them if they fail. 5. Report on amazing statistics, showing the magnitude of the work you do. 6. Include support people in presidents club.


        ASK FOR TRUST A LITTLE AT A TIME

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        1. Intense training to support our new initiatives.

        2. A new compensation plan.

        Within the next 60 days these things will definitely NOT happen.

        1. We will not change your current line of business.

        2. Won't be changing the structure of your team.

        Within the next 90 days these are the choice points for your culture.

        1. Do I take the money now for the old way or delay the deal for a quarter for the old way.

        Within the next 90 days these are the choke points for your culture.

        1. Do we push cloud if we could possibly lose a deal?
        2. Resistance from client.

        Within the next 90 days these are the safety checks for your culture.

        1. If you are having 5 conversations with clients a day about the cloud you are doing the right thing.

        REINFORCE WITH MEANING

        Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

        REINFORCE MEANING

        • Personalised letter of acknowledgement.
        • Identify or understand their motivations.
        • Share an experience with them that you enjoy.

        December 2022

        GET ATTENTION

        An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

        DECLARE YOUR INTENTION

        This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

        SUPPORT IT WITH ACTION

        The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

        DECLARE YOUR INTENTION

        SUPPORT IT WITH ACTION

        You don't need on premise infrastructure to run your applications.

        Make the switch and then throw your old test and dev kit through a window.

        Encourage customers to move to the cloud.

        Same fee transition period.

        Moving to office 365.

        Deleting a 17 year old PST file.


        REINFORCE WITH MEANING

        Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

        REINFORCE MEANING

        • Personalised letter of acknowledgement.
        • Identify or understand their motivations.
        • Share an experience with them that you enjoy.

        January 2023

        FILL THE TANKS

        Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

        Provide Context

        GOOD THINGS THAT AREN'T CHANGING

        • Segmentation of sales.
        • No one is losing their jobs.
        • Values.
        • Reporting lines.

        TOUGH THINGS THAT AREN'T CHANGING

        • People are not changing but there is a need to update skills.

        BIG THINGS THAT AREN'T CHANGING

        • Core systems.
        • Performance metrics.

        SMALL THINGS THAT AREN'T CHANGING

        • Not moving the office.

        CONDUCT PREDICTABILITY EXERCISES

        THIS COULD HAPPEN

        THIS IS WHAT WE WOULD DO

        Changing revenue model impacts comp plans.

        Open discussion and pilot program

        Upfront cost of customer acquisition is high.

        Changing to account management

        Delay in rolling out in provision of services from a local data centre.

        Loss of control.

        CREATE A SENSE OF SELF

        Reinforce what proves your company's purpose, character and personality.

        1. Oracle war stories about systems and processes and peoples ability to survive it. 2. History and long tenure. 3. Always something new at Oracle. 4. Encourage people to take risks and everyone is there to support them if they fail. 5. Report on amazing statistics, showing the magnitude of the work you do. 6. Include support people in presidents club.


        LIGHT THE PATH AHEAD

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        1. Intense training to support our new initiatives.

        2. A new compensation plan.

        Within the next 60 days these things will definitely NOT happen.

        1. We will not change your current line of business.

        2. Won't be changing the structure of your team.

        Within the next 90 days these are the choice points for your culture.

        1. Do I take the money now for the old way or delay the deal for a quarter for the old way.

        Within the next 90 days these are the choke points for your culture.

        1. Do we push cloud if we could possibly lose a deal?
        2. Resistance from client.

        Within the next 90 days these are the safety checks for your culture.

        1. If you are having 5 conversations with clients a day about the cloud you are doing the right thing.

        PREPARE THE PRESSURE TEST

        Just when you’ve done everything you’ve committed to, your culture may go crazy on you and act like you’ve not done anything at all. This is a good thing: The culture is beginning to recognize enough of a pattern of empathy, respect and promise-action to consider a revision in its level of commitment to your cloud transition.

        It only has a few ways to test whether this is a safe move and one of the easiest is to pretend to walk away – revert to former lower levels of commitment and behavior -- since if you weren’t serious you would abandon the new way of treating it as a tactic that didn’t work. Hold the course here.

        The test won’t last long and you’ll come out of the other side with a noticeably increased level of commitment.

        OUR MEASURABLE BUSINESS PERFORMANCE GOAL

        • Increase cloud sales by 10%
        • Make market share

        THE INCREASED CULTURAL BEHAVIOR REQUIRED TO ACHIEVE IT

        • Energy Highest levels of productivity, on-demand additional dedication.
        • Patience Tolerance of conditions where not everything is figured out yet.

        SIX-MONTH ACTION PLAN

        August 2022

        FILL THE TANKS

        Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

        Provide Context

        GOOD THINGS THAT AREN'T CHANGING

        • First thing that isn't changing
        • Second thing that isn't changing

        TOUGH THINGS THAT AREN'T CHANGING

        • Tough

        BIG THINGS THAT AREN'T CHANGING

        • Announcements that you want to make to your culture

        SMALL THINGS THAT AREN'T CHANGING

        • Small

        CONDUCT PREDICTABILITY EXERCISES

        THIS COULD HAPPEN

        THIS IS WHAT WE WOULD DO

        Wrong

        Response

        Another idea

        response 2

        CREATE A SENSE OF SELF

        Reinforce what proves your company's purpose, character and personality.

        Sense the self


        WRITE THE SCRIPT

        An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

        DECLARE YOUR INTENTION

        This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

        SUPPORT IT WITH ACTION

        The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

        DECLARE YOUR INTENTION

        SUPPORT IT WITH ACTION

        Declare intention

        Action 1

        Declare

        Support

        September 2022

        ASK FOR TRUST A LITTLE AT A TIME

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        1. This will happen

        Within the next 60 days these things will definitely NOT happen.

        1. This will not happen

        Within the next 90 days these are the choice points for your culture.

        1. Choice Point
        2. 2nd Choice Point

        Within the next 90 days these are the choke points for your culture.

        1. Choke Point
        2. 2nd Choke

        Within the next 90 days these are the safety checks for your culture.

        1. Saftey 1
        2. Safety 2

        REINFORCE WITH MEANING

        Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

        REINFORCE MEANING

        • Book of the month club
        • Second Idea

        October 2022

        WRITE THE SCRIPT

        An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

        DECLARE YOUR INTENTION

        This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

        SUPPORT IT WITH ACTION

        The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

        DECLARE YOUR INTENTION

        SUPPORT IT WITH ACTION

        Declare intention

        Action 1

        Declare

        Support


        LIGHT THE PATH AHEAD

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        1. This will happen

        Within the next 60 days these things will definitely NOT happen.

        1. This will not happen

        Within the next 90 days these are the choice points for your culture.

        1. Choice Point
        2. 2nd Choice Point

        Within the next 90 days these are the choke points for your culture.

        1. Choke Point
        2. 2nd Choke

        Within the next 90 days these are the safety checks for your culture.

        1. Saftey 1
        2. Safety 2

        November 2022

        FILL THE TANKS

        Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

        Provide Context

        GOOD THINGS THAT AREN'T CHANGING

        • First thing that isn't changing
        • Second thing that isn't changing

        TOUGH THINGS THAT AREN'T CHANGING

        • Tough

        BIG THINGS THAT AREN'T CHANGING

        • Announcements that you want to make to your culture

        SMALL THINGS THAT AREN'T CHANGING

        • Small

        CONDUCT PREDICTABILITY EXERCISES

        THIS COULD HAPPEN

        THIS IS WHAT WE WOULD DO

        Wrong

        Response

        Another idea

        response 2

        CREATE A SENSE OF SELF

        Reinforce what proves your company's purpose, character and personality.

        Sense the self


        ASK FOR TRUST A LITTLE AT A TIME

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        1. This will happen

        Within the next 60 days these things will definitely NOT happen.

        1. This will not happen

        Within the next 90 days these are the choice points for your culture.

        1. Choice Point
        2. 2nd Choice Point

        Within the next 90 days these are the choke points for your culture.

        1. Choke Point
        2. 2nd Choke

        Within the next 90 days these are the safety checks for your culture.

        1. Saftey 1
        2. Safety 2

        REINFORCE WITH MEANING

        Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

        REINFORCE MEANING

        • Book of the month club
        • Second Idea

        December 2022

        GET ATTENTION

        An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

        DECLARE YOUR INTENTION

        This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

        SUPPORT IT WITH ACTION

        The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

        DECLARE YOUR INTENTION

        SUPPORT IT WITH ACTION

        Declare intention

        Action 1

        Declare

        Support


        REINFORCE WITH MEANING

        Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

        REINFORCE MEANING

        • Book of the month club
        • Second Idea

        January 2023

        FILL THE TANKS

        Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

        Provide Context

        GOOD THINGS THAT AREN'T CHANGING

        • First thing that isn't changing
        • Second thing that isn't changing

        TOUGH THINGS THAT AREN'T CHANGING

        • Tough

        BIG THINGS THAT AREN'T CHANGING

        • Announcements that you want to make to your culture

        SMALL THINGS THAT AREN'T CHANGING

        • Small

        CONDUCT PREDICTABILITY EXERCISES

        THIS COULD HAPPEN

        THIS IS WHAT WE WOULD DO

        Wrong

        Response

        Another idea

        response 2

        CREATE A SENSE OF SELF

        Reinforce what proves your company's purpose, character and personality.

        Sense the self


        LIGHT THE PATH AHEAD

        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

        EXPLAIN WHAT WILL AND WON'T HAPPEN

        Within the next 60 days these things will definitely happen.

        1. This will happen

        Within the next 60 days these things will definitely NOT happen.

        1. This will not happen

        Within the next 90 days these are the choice points for your culture.

        1. Choice Point
        2. 2nd Choice Point

        Within the next 90 days these are the choke points for your culture.

        1. Choke Point
        2. 2nd Choke

        Within the next 90 days these are the safety checks for your culture.

        1. Saftey 1
        2. Safety 2

        PREPARE THE PRESSURE TEST

        Just when you’ve done everything you’ve committed to, your culture may go crazy on you and act like you’ve not done anything at all. This is a good thing: The culture is beginning to recognize enough of a pattern of empathy, respect and promise-action to consider a revision in its level of commitment to your cloud transition.

        It only has a few ways to test whether this is a safe move and one of the easiest is to pretend to walk away – revert to former lower levels of commitment and behavior -- since if you weren’t serious you would abandon the new way of treating it as a tactic that didn’t work. Hold the course here.

        The test won’t last long and you’ll come out of the other side with a noticeably increased level of commitment.

        OUR MEASURABLE BUSINESS PERFORMANCE GOAL

          THE INCREASED CULTURAL BEHAVIOR REQUIRED TO ACHIEVE IT

          SIX-MONTH ACTION PLAN

          August 2022

          FILL THE TANKS

          Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

          Provide Context

          GOOD THINGS THAT AREN'T CHANGING

            TOUGH THINGS THAT AREN'T CHANGING

              BIG THINGS THAT AREN'T CHANGING

                SMALL THINGS THAT AREN'T CHANGING

                  CONDUCT PREDICTABILITY EXERCISES

                  THIS COULD HAPPEN

                  THIS IS WHAT WE WOULD DO

                  CREATE A SENSE OF SELF

                  Reinforce what proves your company's purpose, character and personality.


                  WRITE THE SCRIPT

                  An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

                  DECLARE YOUR INTENTION

                  This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

                  SUPPORT IT WITH ACTION

                  The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

                  DECLARE YOUR INTENTION

                  SUPPORT IT WITH ACTION

                  September 2022

                  ASK FOR TRUST A LITTLE AT A TIME

                  Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

                  EXPLAIN WHAT WILL AND WON'T HAPPEN

                  Within the next 60 days these things will definitely happen.

                  Within the next 60 days these things will definitely NOT happen.


                  REINFORCE WITH MEANING

                  Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

                  REINFORCE MEANING

                    October 2022

                    WRITE THE SCRIPT

                    An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

                    DECLARE YOUR INTENTION

                    This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

                    SUPPORT IT WITH ACTION

                    The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

                    DECLARE YOUR INTENTION

                    SUPPORT IT WITH ACTION


                    LIGHT THE PATH AHEAD

                    Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

                    EXPLAIN WHAT WILL AND WON'T HAPPEN

                    Within the next 60 days these things will definitely happen.

                    Within the next 60 days these things will definitely NOT happen.

                    November 2022

                    FILL THE TANKS

                    Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

                    Provide Context

                    GOOD THINGS THAT AREN'T CHANGING

                      TOUGH THINGS THAT AREN'T CHANGING

                        BIG THINGS THAT AREN'T CHANGING

                          SMALL THINGS THAT AREN'T CHANGING

                            CONDUCT PREDICTABILITY EXERCISES

                            THIS COULD HAPPEN

                            THIS IS WHAT WE WOULD DO

                            CREATE A SENSE OF SELF

                            Reinforce what proves your company's purpose, character and personality.


                            ASK FOR TRUST A LITTLE AT A TIME

                            Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

                            EXPLAIN WHAT WILL AND WON'T HAPPEN

                            Within the next 60 days these things will definitely happen.

                            Within the next 60 days these things will definitely NOT happen.


                            REINFORCE WITH MEANING

                            Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

                            REINFORCE MEANING

                              December 2022

                              GET ATTENTION

                              An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

                              DECLARE YOUR INTENTION

                              This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

                              SUPPORT IT WITH ACTION

                              The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

                              DECLARE YOUR INTENTION

                              SUPPORT IT WITH ACTION


                              REINFORCE WITH MEANING

                              Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

                              REINFORCE MEANING

                                January 2023

                                FILL THE TANKS

                                Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

                                Provide Context

                                GOOD THINGS THAT AREN'T CHANGING

                                  TOUGH THINGS THAT AREN'T CHANGING

                                    BIG THINGS THAT AREN'T CHANGING

                                      SMALL THINGS THAT AREN'T CHANGING

                                        CONDUCT PREDICTABILITY EXERCISES

                                        THIS COULD HAPPEN

                                        THIS IS WHAT WE WOULD DO

                                        CREATE A SENSE OF SELF

                                        Reinforce what proves your company's purpose, character and personality.


                                        LIGHT THE PATH AHEAD

                                        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

                                        EXPLAIN WHAT WILL AND WON'T HAPPEN

                                        Within the next 60 days these things will definitely happen.

                                        Within the next 60 days these things will definitely NOT happen.


                                        PREPARE THE PRESSURE TEST

                                        Just when you’ve done everything you’ve committed to, your culture may go crazy on you and act like you’ve not done anything at all. This is a good thing: The culture is beginning to recognize enough of a pattern of empathy, respect and promise-action to consider a revision in its level of commitment to your cloud transition.

                                        It only has a few ways to test whether this is a safe move and one of the easiest is to pretend to walk away – revert to former lower levels of commitment and behavior -- since if you weren’t serious you would abandon the new way of treating it as a tactic that didn’t work. Hold the course here.

                                        The test won’t last long and you’ll come out of the other side with a noticeably increased level of commitment.

                                        OUR MEASURABLE BUSINESS PERFORMANCE GOAL

                                          THE INCREASED CULTURAL BEHAVIOR REQUIRED TO ACHIEVE IT

                                          SIX-MONTH ACTION PLAN

                                          August 2022

                                          FILL THE TANKS

                                          Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

                                          Provide Context

                                          GOOD THINGS THAT AREN'T CHANGING

                                            TOUGH THINGS THAT AREN'T CHANGING

                                              BIG THINGS THAT AREN'T CHANGING

                                                SMALL THINGS THAT AREN'T CHANGING

                                                  CONDUCT PREDICTABILITY EXERCISES

                                                  THIS COULD HAPPEN

                                                  THIS IS WHAT WE WOULD DO

                                                  CREATE A SENSE OF SELF

                                                  Reinforce what proves your company's purpose, character and personality.


                                                  WRITE THE SCRIPT

                                                  An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

                                                  DECLARE YOUR INTENTION

                                                  This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

                                                  SUPPORT IT WITH ACTION

                                                  The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

                                                  DECLARE YOUR INTENTION

                                                  SUPPORT IT WITH ACTION

                                                  September 2022

                                                  ASK FOR TRUST A LITTLE AT A TIME

                                                  Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

                                                  EXPLAIN WHAT WILL AND WON'T HAPPEN

                                                  Within the next 60 days these things will definitely happen.

                                                  Within the next 60 days these things will definitely NOT happen.


                                                  REINFORCE WITH MEANING

                                                  Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

                                                  REINFORCE MEANING

                                                    October 2022

                                                    WRITE THE SCRIPT

                                                    An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

                                                    DECLARE YOUR INTENTION

                                                    This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

                                                    SUPPORT IT WITH ACTION

                                                    The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

                                                    DECLARE YOUR INTENTION

                                                    SUPPORT IT WITH ACTION


                                                    LIGHT THE PATH AHEAD

                                                    Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

                                                    EXPLAIN WHAT WILL AND WON'T HAPPEN

                                                    Within the next 60 days these things will definitely happen.

                                                    Within the next 60 days these things will definitely NOT happen.

                                                    November 2022

                                                    FILL THE TANKS

                                                    Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

                                                    Provide Context

                                                    GOOD THINGS THAT AREN'T CHANGING

                                                      TOUGH THINGS THAT AREN'T CHANGING

                                                        BIG THINGS THAT AREN'T CHANGING

                                                          SMALL THINGS THAT AREN'T CHANGING

                                                            CONDUCT PREDICTABILITY EXERCISES

                                                            THIS COULD HAPPEN

                                                            THIS IS WHAT WE WOULD DO

                                                            CREATE A SENSE OF SELF

                                                            Reinforce what proves your company's purpose, character and personality.


                                                            ASK FOR TRUST A LITTLE AT A TIME

                                                            Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

                                                            EXPLAIN WHAT WILL AND WON'T HAPPEN

                                                            Within the next 60 days these things will definitely happen.

                                                            Within the next 60 days these things will definitely NOT happen.


                                                            REINFORCE WITH MEANING

                                                            Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

                                                            REINFORCE MEANING

                                                              December 2022

                                                              GET ATTENTION

                                                              An employee culture communicates through legends—true stories that the culture considers proof points about the dependable rules of its survival and emotional prosperity. A positive legend will happen whenever you declare what is most important to you and then do something to prove that you mean it. Once something attains legend status it is spread accurately and rapidly, and considered true by everyone within the culture. It is then used to as verification about what is the safest behavior for the culture and passed down as survival information to future generations.

                                                              DECLARE YOUR INTENTION

                                                              This intention has to be clear and dramatic to set context for the actions that follow. You want to create a clear “said this-did this” linkage for your culture so that it makes the immediate connection.

                                                              SUPPORT IT WITH ACTION

                                                              The legend-worthy actions that follow have to be significant and provocative to make the point that your intentions are believable. You can change an ineffective process that has always frustrated your culture; adopt a new process that it has always hoped for; respond with extreme enthusiasm to its support of your intention; play the fool and risk your dignity to make a point; or bury your dead (terminated employees) with dignity.

                                                              DECLARE YOUR INTENTION

                                                              SUPPORT IT WITH ACTION


                                                              REINFORCE WITH MEANING

                                                              Your culture likes money but what it wants most is to understand the meaning of the money: Is there a connection between reinforcement of good performance and its increased safety. What your culture cares most about is what money can’t buy – context, predictability and sense of self. The culture uses money to buy this meaning: skip the middleman and give it the meaning.

                                                              REINFORCE MEANING

                                                                January 2023

                                                                FILL THE TANKS

                                                                Your culture only has so much energy to give. Doing its regular job uses most of it; anything new comes from whatever is left. A culture will prioritize use of remaining energy to protect itself before protecting the company and its goals. Demand whatever energy you want but fill it up before you do by removing uncertainty in the areas that matter most.

                                                                Provide Context

                                                                GOOD THINGS THAT AREN'T CHANGING

                                                                  TOUGH THINGS THAT AREN'T CHANGING

                                                                    BIG THINGS THAT AREN'T CHANGING

                                                                      SMALL THINGS THAT AREN'T CHANGING

                                                                        CONDUCT PREDICTABILITY EXERCISES

                                                                        THIS COULD HAPPEN

                                                                        THIS IS WHAT WE WOULD DO

                                                                        CREATE A SENSE OF SELF

                                                                        Reinforce what proves your company's purpose, character and personality.


                                                                        LIGHT THE PATH AHEAD

                                                                        Management is focused on success so you’re always looking forward to see what can be sold next. Your culture is focused on survival so it’s always looking backwards to see what happened to the last thing it was sold – did it work out as promised? Likely it didn’t so your culture isn’t going to be inclined to trust as you want it to, when you want it to.

                                                                        EXPLAIN WHAT WILL AND WON'T HAPPEN

                                                                        Within the next 60 days these things will definitely happen.

                                                                        Within the next 60 days these things will definitely NOT happen.


                                                                        PREPARE THE PRESSURE TEST

                                                                        Just when you’ve done everything you’ve committed to, your culture may go crazy on you and act like you’ve not done anything at all. This is a good thing: The culture is beginning to recognize enough of a pattern of empathy, respect and promise-action to consider a revision in its level of commitment to your cloud transition.

                                                                        It only has a few ways to test whether this is a safe move and one of the easiest is to pretend to walk away – revert to former lower levels of commitment and behavior -- since if you weren’t serious you would abandon the new way of treating it as a tactic that didn’t work. Hold the course here.

                                                                        The test won’t last long and you’ll come out of the other side with a noticeably increased level of commitment.