Decades of research detail the connection between toxic workplace conditions and behaviors, and their impacts on turnover (the great resignation), burnout, sick leave, stress (mental health), disengagement, mediocrity, and absenteeism (quiet quitting). What is clear in the data is that interventions targeting individuals? that remediate symptoms are far less likely to bring about sustainable positive changes than systemic solutions at the organizational level, focused on resolving causes.

Many leaders are moved to action when witnessing unnecessary (resolvable) suffering, and the loss of untapped potential in people. This is only now beginning to be consciously measured, acknowledged, and addressed as a global trend, often wrapped in wellness and mental health initiatives. Despite this, there are those who do not readily self-identify as being mentally or otherwise unwell. Yet, a closer look at even the strongest people shows that they too are not exempt from the negative effects of a toxic culture, and that impacts them negatively and measurably affects the organizations and homes in which they work and live.

Too often there is a lack of commitment to, practice of, and execution of professional common behaviors and an absence of highly communicated standardized organizational expectations without which there are no supports upon which a successful business can be confidently actualized. Knowing how to offer people a compelling and uniquely supportive culture is key to attracting, developing, and keeping the best talent, building upon their strengths, and fully expanding their human potential.

Executives generally know the importance of an engaged workforce. They also easily recognize an effective approach versus something that makes the situation worse. Here is the daunting task they face. How do we train, instill, and create an engaged workforce process that includes everyone? How do we manage people across different shifts, in different locations (including at home), and get them all engaged in a common set of insights and behaviors that favorably impact how they treat each other and the clients they serve?

Leaders cannot be everywhere at all times. To have engaged, responsible people requires a process that motivates the best behavior from everyone. Then each person does the right thing even when no one else is looking. This is the daunting task; of cultivating responsible, fully engaged people. Leaders know this and how it impacts productivity and profitability yet often have no way of knowing how to pull it off, well, and sustainably.

Steps to Understand and Implement a Responsibility-Based Workplace Culture outlines a proven process, implementation, and systems integration for creating a healthy workplace culture, including what and why emotional and social intelligence and personal responsibility within business operations are required for success.

All aspects of support systems must be purpose-based and outcomes-focused with an emphasis on the leadership development of every person. This includes regular training, employee-led group reviews, practice sessions, peer and reverse mentoring, coaching, and systems integration. Cultural concepts and tools become the new norm and become visibly operational in the environment with our multifaceted system. It is only then that each person becomes confident and skilled in managing their relationships, productivity, engagement, and progress plans.

Only then does each become aligned with their purpose, values, visions, goals, procedures, and roles. This alignment is inspiring and intrinsically motivating. Stable employees stay engaged, and naturally participate in innovation, creativity, leader/follower agility, and enjoy and cause psychological safety as a team. They resolve challenges with one another with compassion and care, all while strengthening relationships.

People are the greatest asset in any setting, including in homes, schools, churches, community organizations, and in corporate, non-profit, and government. Not only is this evident but there are also statistics collected and cited that show the negative impacts on businesses, including losses of profit and competitive advantage, when people are not adequately supported and developed. This begs the question for all leaders: What conditions and conversations are needed to ensure the well-being of people? so they expand into their greatest potential, show up with courage to meet complexity and change, and remain motivated to contribute the fullness of their talents? 

Steps to Understand and Implement a Responsibility-Based Workplace Culture is focused on leaders who understand the need for and seek to create, a high-performing, responsibility-based workplace culture because they know it is needed to empower people to be exceptional, agile, and resilient.

Areas Covered

Who Should Attend

CEO, COO, CDO, VPO, VPHR, Directors of Operations.