CLOUD TRANSFORMATION
CULTURAL COMMITMENT
ACTION PLAN

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OUR MEASURABLE BUSINESS PERFORMANCE GOAL

  • Increase cloud sales by 30M
  • Increase revenue by 40M
  • Increase margin by 100/unit
  • Make market share
  • Some other goal

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.
  • Trust Belief in management, leadership and company intentions.

SIX-MONTH ACTION PLAN

Starting Jul 18th, 2016

August 2016

CREATE ENERGY BEFORE YOU DEMAND IT

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: context, predictability and sense of self.

EXPLAIN WHAT ISN'T CHANGING

WHY IS THIS HAPPENING?

Your employee culture has all the intellectual and spiritual strength to deal with any change, as long as it doesn’t believe its dealing with everything changing at the same time. Focus your culture back on what is going to be different by reminding it what isn’t different.

EXPLAIN WHAT ISN'T CHANGING

Good, Tough, Big or Small

  • Big things
  • Small Things
  • Other things
  • These Things
  • This is a longer area


CONDUCT PREDICTABILITY EXERCISES

WHAT WILL HAPPEN NEXT?

Your culture is constantly concerned about future implications: What will happen between where things are now and where you want it to go. If the implications of the new are unknown it will use some of its limited energy to keep an eye on the threat potential.

WHAT COULD HAPPEN AND WHAT WOULD WE DO?

THIS COULD HAPPEN

THIS IS WHAT WE WOULD DO

When this happens

I will do this


REINFORCE COMPANY NOBLE PURPOSE, CHARACTER & PERSONALITY

WHAT DOES BEING PART OF THIS COMPANY SAY ABOUT ME?

Your employee culture needs some data points as bragging rights: How does what and how your company does make the world a better place? What is the proof of the character of the company: Current examples of integrity, treatment of its employee culture and of customers? What is its special personality: What is important, how it celebrates success, how it talks to itself?

WHAT PROVES YOUR COMPANY'S PURPOSE, CHARACTER AND PERSONALITY?

  • This is why we are amazing ..

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? Your culture isn’t going to be inclined to trust as quickly and fully as you want it to, so don’t ask for it. Instead, ask for a smaller amount of trust that the culture can give you without perceiving risk, deliver on that promise, and then renegotiate for more trust. Repeat the pattern and you will gain dependable momentum.

EXPLAIN WHAT WILL DEFINITELY HAPPEN IN THE NEXT 60 DAYS.

  • This will happen

  • This will happen too


EXPLAIN WHAT WILL DEFINITELY NOT HAPPEN IN THE NEXT 60 DAYS.

  • This will not happen

  • This will not happen too

September 2016

INSPIRE A CULTURAL LEGEND

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. 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 INTENTIONS & SUPPORT IT WITH ACTION

DECLARE YOUR INTENTIONS

SUPPORT IT WITH ACTION

Declared

Supported

REINFORCE WITH MEANING, NOT MONEY

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? The effort and creativity that you give to performance reinforcement shows the culture how important the performance is to you. The systemic elements of compensation — salary, benefits, bonus programs — don’t provide the same data as your rapid, genuine, individualized and situational responses to good performance. This isn’t a matter of spending a lot of money; it’s a matter of knowing and showing your culture that you recognize what they did and were moved to respond.

REINFORCE WITH MEANING

  • Reinforce here

October 2016

CREATE MORE ENERGY

Your culture’s discretionary energy is constantly being used to guard against perceptions of uncertainty and so you have to continue to fill up its tanks to resupply what has been diluted. Some of the sources of energy, such as what isn’t changing, might be the same as months before but even if you have nothing new to add redundancy is your friend here: A culture needs to hear this message repeated.

EXPLAIN WHAT ISN'T CHANGING

  • Again this
  • Again this
  • Good exercise
  • Keep trying

CONDUCT PREDICTABILITY EXERCISES

THIS COULD HAPPEN

THIS IS WHAT WE WOULD DO

This time this

Then this


REINFORCE COMPANY NOBLE PURPOSE, CHARACTER & PERSONALITY

  • This is what we will stress this time

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? Your culture isn’t going to be inclined to trust as quickly and fully as you want it to, so don’t ask for it. Instead, ask for a smaller amount of trust that the culture can give you without perceiving risk, deliver on that promise, and then renegotiate for more trust. Repeat the pattern and you will gain dependable momentum.

EXPLAIN WHAT WILL DEFINITELY HAPPEN IN THE NEXT 60 DAYS.

  • This tim

  • This tim too ...


EXPLAIN WHAT WILL DEFINITELY NOT HAPPEN IN THE NEXT 60 DAYS.

  • Not happenin

  • Not happening too

November 2016

LIGHT THE PATH AHEAD

If you do a good job of explaining where the strategy starts and a good job of explaining where it ends, you can’t blame your culture for not believing everything in between has been figured out too. When the culture realizes that’s not the case it resists following you down what it perceives to be an unproven and unknown road. Of course you can't know every twist and turn in the road between starting the plan and achieving it but you can continue to light the path ahead 90 days at a time for your culture by explaining three things that they will encounter and what to do when this happens.

THESE ARE YOUR CHOICE POINTS

(Where your culture will find a choice between doing things the new way and the old way.)

  • Choice 1
  • Choice 12`
  • Choice 11243

THESE ARE YOUR CHOKE POINTS

(Where your culture won’t have an easy choice about what to do and should raise a hand to ask for help.)

  • Choke 1
  • Choke 12
  • Choke 13

THESE ARE YOUR SAFETY CHECKS

(What your culture can do to assure itself it’s doing the right and safe thing.)

  • Safety 1
  • Safety 12
  • Safety 13

December 2016

CAUSE ANOTHER CULTURAL LEGEND

Your culture is concerned with its survival so legendary acts alone won’t convince it of anything: it is looking for the pattern of behavior in-between those grand acts. But cultural legends continue to provide unmissable linkage between management’s declared intention and actions and this is what causes trust in those intentions to occur and spread within the culture. You should therefore continue to cause new legends to happen every several months.

DECLARE YOUR INTENTIONS & SUPPORT IT WITH ACTION

DECLARE YOUR INTENTIONS

SUPPORT IT WITH ACTION

Start

Finish

ANOTHER PERFORMANCE REINFORCEMENT

Performance reinforcement is vital data for your employee culture, which is seeking a dependable link between what you ask it to do, it’s performance in doing it, and your reaction to that performance. Its need for data is constant so continue to show that you recognize and are moved by its performance. Reinforce situational performance and efforts to protect what is most important with effort and creativity. Focus on how something was done, not just what was done. Remember that your culture uses money to buy meaning: skip the middleman and give it the meaning.

REINFORCE WITH MEANING

  • We will do this to reinforce metrics over meaning

January 2017

CONTINUE TO CREATE ENERGY

Your culture’s discretionary energy is constantly being used to guard against perceptions of uncertainty and so you have to continue to fill up its tanks to resupply what has been diluted. Some of the sources of energy, such as what isn’t changing, might be the same as months before but even if you have nothing new to add redundancy is your friend here: A culture needs to hear this message repeated.

EXPLAIN WHAT ISN'T CHANGING

  • Not changing 3
  • Got to remember this
  • Stress this

CONDUCT PREDICTABILITY EXERCISES

THIS COULD HAPPEN

THIS IS WHAT WE WOULD DO

This happens

Do this


REINFORCE COMPANY NOBLE PURPOSE, CHARACTER & PERSONALITY

WHAT PROVES YOUR COMPANY'S PURPOSE, CHARACTER AND PERSONALITY?

  • We are awesome because of this. ...

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 august 2016
  • Increase revenue by

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.
  • Openness Willingness to consider the new and different.
  • Patience Tolerance of conditions where not everything is figured out yet.
  • Trust Belief in management, leadership and company intentions.

SIX-MONTH ACTION PLAN

Starting May 24th, 2016

June 2016

CREATE ENERGY BEFORE YOU DEMAND IT

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: context, predictability and sense of self.

EXPLAIN WHAT ISN'T CHANGING

WHY IS THIS HAPPENING?

Your employee culture has all the intellectual and spiritual strength to deal with any change, as long as it doesn’t believe its dealing with everything changing at the same time. Focus your culture back on what is going to be different by reminding it what isn’t different.

EXPLAIN WHAT ISN'T CHANGING

Good, Tough, Big or Small


CONDUCT PREDICTABILITY EXERCISES

WHAT WILL HAPPEN NEXT?

Your culture is constantly concerned about future implications: What will happen between where things are now and where you want it to go. If the implications of the new are unknown it will use some of its limited energy to keep an eye on the threat potential.

WHAT COULD HAPPEN AND WHAT WOULD WE DO?

THIS COULD HAPPEN

THIS IS WHAT WE WOULD DO


REINFORCE COMPANY NOBLE PURPOSE, CHARACTER & PERSONALITY

WHAT DOES BEING PART OF THIS COMPANY SAY ABOUT ME?

Your employee culture needs some data points as bragging rights: How does what and how your company does make the world a better place? What is the proof of the character of the company: Current examples of integrity, treatment of its employee culture and of customers? What is its special personality: What is important, how it celebrates success, how it talks to itself?

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? Your culture isn’t going to be inclined to trust as quickly and fully as you want it to, so don’t ask for it. Instead, ask for a smaller amount of trust that the culture can give you without perceiving risk, deliver on that promise, and then renegotiate for more trust. Repeat the pattern and you will gain dependable momentum.

EXPLAIN WHAT WILL DEFINITELY HAPPEN IN THE NEXT 60 DAYS.


EXPLAIN WHAT WILL DEFINITELY NOT HAPPEN IN THE NEXT 60 DAYS.

July 2016

INSPIRE A CULTURAL LEGEND

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. 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 INTENTIONS & SUPPORT IT WITH ACTION

DECLARE YOUR INTENTIONS

SUPPORT IT WITH ACTION

REINFORCE WITH MEANING, NOT MONEY

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? The effort and creativity that you give to performance reinforcement shows the culture how important the performance is to you. The systemic elements of compensation — salary, benefits, bonus programs — don’t provide the same data as your rapid, genuine, individualized and situational responses to good performance. This isn’t a matter of spending a lot of money; it’s a matter of knowing and showing your culture that you recognize what they did and were moved to respond.

REINFORCE WITH MEANING

August 2016

CREATE MORE ENERGY

Your culture’s discretionary energy is constantly being used to guard against perceptions of uncertainty and so you have to continue to fill up its tanks to resupply what has been diluted. Some of the sources of energy, such as what isn’t changing, might be the same as months before but even if you have nothing new to add redundancy is your friend here: A culture needs to hear this message repeated.

EXPLAIN WHAT ISN'T CHANGING


CONDUCT PREDICTABILITY EXERCISES

THIS COULD HAPPEN

THIS IS WHAT WE WOULD DO


REINFORCE COMPANY NOBLE PURPOSE, CHARACTER & 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? Your culture isn’t going to be inclined to trust as quickly and fully as you want it to, so don’t ask for it. Instead, ask for a smaller amount of trust that the culture can give you without perceiving risk, deliver on that promise, and then renegotiate for more trust. Repeat the pattern and you will gain dependable momentum.

EXPLAIN WHAT WILL DEFINITELY HAPPEN IN THE NEXT 60 DAYS.


EXPLAIN WHAT WILL DEFINITELY NOT HAPPEN IN THE NEXT 60 DAYS.

September 2016

LIGHT THE PATH AHEAD

If you do a good job of explaining where the strategy starts and a good job of explaining where it ends, you can’t blame your culture for not believing everything in between has been figured out too. When the culture realizes that’s not the case it resists following you down what it perceives to be an unproven and unknown road. Of course you can't know every twist and turn in the road between starting the plan and achieving it but you can continue to light the path ahead 90 days at a time for your culture by explaining three things that they will encounter and what to do when this happens.

THESE ARE YOUR CHOICE POINTS

(Where your culture will find a choice between doing things the new way and the old way.)


THESE ARE YOUR CHOKE POINTS

(Where your culture won’t have an easy choice about what to do and should raise a hand to ask for help.)


THESE ARE YOUR SAFETY CHECKS

(What your culture can do to assure itself it’s doing the right and safe thing.)

October 2016

CAUSE ANOTHER CULTURAL LEGEND

Your culture is concerned with its survival so legendary acts alone won’t convince it of anything: it is looking for the pattern of behavior in-between those grand acts. But cultural legends continue to provide unmissable linkage between management’s declared intention and actions and this is what causes trust in those intentions to occur and spread within the culture. You should therefore continue to cause new legends to happen every several months.

DECLARE YOUR INTENTIONS & SUPPORT IT WITH ACTION

DECLARE YOUR INTENTIONS

SUPPORT IT WITH ACTION

ANOTHER PERFORMANCE REINFORCEMENT

Performance reinforcement is vital data for your employee culture, which is seeking a dependable link between what you ask it to do, it’s performance in doing it, and your reaction to that performance. Its need for data is constant so continue to show that you recognize and are moved by its performance. Reinforce situational performance and efforts to protect what is most important with effort and creativity. Focus on how something was done, not just what was done. Remember that your culture uses money to buy meaning: skip the middleman and give it the meaning.

REINFORCE WITH MEANING

November 2016

CONTINUE TO CREATE ENERGY

Your culture’s discretionary energy is constantly being used to guard against perceptions of uncertainty and so you have to continue to fill up its tanks to resupply what has been diluted. Some of the sources of energy, such as what isn’t changing, might be the same as months before but even if you have nothing new to add redundancy is your friend here: A culture needs to hear this message repeated.

EXPLAIN WHAT ISN'T CHANGING


CONDUCT PREDICTABILITY EXERCISES

THIS COULD HAPPEN

THIS IS WHAT WE WOULD DO


REINFORCE COMPANY NOBLE PURPOSE, CHARACTER & PERSONALITY

WHAT PROVES YOUR COMPANY'S PURPOSE, CHARACTER AND PERSONALITY?

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
  • Increase margin by
  • Make market share
  • Protect 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.
  • Openness Willingness to consider the new and different.
  • Patience Tolerance of conditions where not everything is figured out yet.
  • Trust Belief in management, leadership and company intentions.

SIX-MONTH ACTION PLAN

Starting

August 2022

CREATE ENERGY BEFORE YOU DEMAND IT

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: context, predictability and sense of self.

EXPLAIN WHAT ISN'T CHANGING

WHY IS THIS HAPPENING?

Your employee culture has all the intellectual and spiritual strength to deal with any change, as long as it doesn’t believe its dealing with everything changing at the same time. Focus your culture back on what is going to be different by reminding it what isn’t different.

EXPLAIN WHAT ISN'T CHANGING

Good, Tough, Big or Small


CONDUCT PREDICTABILITY EXERCISES

WHAT WILL HAPPEN NEXT?

Your culture is constantly concerned about future implications: What will happen between where things are now and where you want it to go. If the implications of the new are unknown it will use some of its limited energy to keep an eye on the threat potential.

WHAT COULD HAPPEN AND WHAT WOULD WE DO?

THIS COULD HAPPEN

THIS IS WHAT WE WOULD DO


REINFORCE COMPANY NOBLE PURPOSE, CHARACTER & PERSONALITY

WHAT DOES BEING PART OF THIS COMPANY SAY ABOUT ME?

Your employee culture needs some data points as bragging rights: How does what and how your company does make the world a better place? What is the proof of the character of the company: Current examples of integrity, treatment of its employee culture and of customers? What is its special personality: What is important, how it celebrates success, how it talks to itself?

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? Your culture isn’t going to be inclined to trust as quickly and fully as you want it to, so don’t ask for it. Instead, ask for a smaller amount of trust that the culture can give you without perceiving risk, deliver on that promise, and then renegotiate for more trust. Repeat the pattern and you will gain dependable momentum.

EXPLAIN WHAT WILL DEFINITELY HAPPEN IN THE NEXT 60 DAYS.


EXPLAIN WHAT WILL DEFINITELY NOT HAPPEN IN THE NEXT 60 DAYS.

September 2022

INSPIRE A CULTURAL LEGEND

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. 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 INTENTIONS & SUPPORT IT WITH ACTION

DECLARE YOUR INTENTIONS

SUPPORT IT WITH ACTION

REINFORCE WITH MEANING, NOT MONEY

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? The effort and creativity that you give to performance reinforcement shows the culture how important the performance is to you. The systemic elements of compensation — salary, benefits, bonus programs — don’t provide the same data as your rapid, genuine, individualized and situational responses to good performance. This isn’t a matter of spending a lot of money; it’s a matter of knowing and showing your culture that you recognize what they did and were moved to respond.

REINFORCE WITH MEANING

October 2022

CREATE MORE ENERGY

Your culture’s discretionary energy is constantly being used to guard against perceptions of uncertainty and so you have to continue to fill up its tanks to resupply what has been diluted. Some of the sources of energy, such as what isn’t changing, might be the same as months before but even if you have nothing new to add redundancy is your friend here: A culture needs to hear this message repeated.

EXPLAIN WHAT ISN'T CHANGING


CONDUCT PREDICTABILITY EXERCISES

THIS COULD HAPPEN

THIS IS WHAT WE WOULD DO


REINFORCE COMPANY NOBLE PURPOSE, CHARACTER & 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? Your culture isn’t going to be inclined to trust as quickly and fully as you want it to, so don’t ask for it. Instead, ask for a smaller amount of trust that the culture can give you without perceiving risk, deliver on that promise, and then renegotiate for more trust. Repeat the pattern and you will gain dependable momentum.

EXPLAIN WHAT WILL DEFINITELY HAPPEN IN THE NEXT 60 DAYS.


EXPLAIN WHAT WILL DEFINITELY NOT HAPPEN IN THE NEXT 60 DAYS.

November 2022

LIGHT THE PATH AHEAD

If you do a good job of explaining where the strategy starts and a good job of explaining where it ends, you can’t blame your culture for not believing everything in between has been figured out too. When the culture realizes that’s not the case it resists following you down what it perceives to be an unproven and unknown road. Of course you can't know every twist and turn in the road between starting the plan and achieving it but you can continue to light the path ahead 90 days at a time for your culture by explaining three things that they will encounter and what to do when this happens.

THESE ARE YOUR CHOICE POINTS

(Where your culture will find a choice between doing things the new way and the old way.)


THESE ARE YOUR CHOKE POINTS

(Where your culture won’t have an easy choice about what to do and should raise a hand to ask for help.)


THESE ARE YOUR SAFETY CHECKS

(What your culture can do to assure itself it’s doing the right and safe thing.)

December 2022

CAUSE ANOTHER CULTURAL LEGEND

Your culture is concerned with its survival so legendary acts alone won’t convince it of anything: it is looking for the pattern of behavior in-between those grand acts. But cultural legends continue to provide unmissable linkage between management’s declared intention and actions and this is what causes trust in those intentions to occur and spread within the culture. You should therefore continue to cause new legends to happen every several months.

DECLARE YOUR INTENTIONS & SUPPORT IT WITH ACTION

DECLARE YOUR INTENTIONS

SUPPORT IT WITH ACTION

ANOTHER PERFORMANCE REINFORCEMENT

Performance reinforcement is vital data for your employee culture, which is seeking a dependable link between what you ask it to do, it’s performance in doing it, and your reaction to that performance. Its need for data is constant so continue to show that you recognize and are moved by its performance. Reinforce situational performance and efforts to protect what is most important with effort and creativity. Focus on how something was done, not just what was done. Remember that your culture uses money to buy meaning: skip the middleman and give it the meaning.

REINFORCE WITH MEANING

January 2023

CONTINUE TO CREATE ENERGY

Your culture’s discretionary energy is constantly being used to guard against perceptions of uncertainty and so you have to continue to fill up its tanks to resupply what has been diluted. Some of the sources of energy, such as what isn’t changing, might be the same as months before but even if you have nothing new to add redundancy is your friend here: A culture needs to hear this message repeated.

EXPLAIN WHAT ISN'T CHANGING


CONDUCT PREDICTABILITY EXERCISES

THIS COULD HAPPEN

THIS IS WHAT WE WOULD DO


REINFORCE COMPANY NOBLE PURPOSE, CHARACTER & PERSONALITY

WHAT PROVES YOUR COMPANY'S PURPOSE, CHARACTER AND PERSONALITY?

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.

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