PURPOSE
Build leadership behaviours and organisational conditions that embed the culture required to deliver strategy consistently.
Primary Outcome : Culture reinforces the behaviours and conditions that sustain performance.
Duration : Two Days
DAY 01
Culture as Behaviour
09:00–10:30
What Culture Do We Actually Have?
Exercise : The Truth Wall
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Complete anonymously: “In this organisation, you get rewarded for…”, “You get punished for…”, “People succeed by…”, and “Leaders say…, but actually…”.
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Output : The real culture map.
10:45–12:30
Culture Versus Strategy
Exercise : The Contradiction Hunt
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For each strategic ambition ask: “What current behaviour would actively prevent this from happening?”
13:30–15:00
Defining Critical Behaviours
Do not produce 25 values. Identify five critical behaviours, such as putting the enterprise first, acting with pace, challenging constructively, taking ownership and learning and adapting. Define exactly what each looks like.
15:15–17:00
Leadership Shadow
Exercise : “What do we, as senior leaders, unintentionally reward?” and “What shadow are we casting over the organisation?”
DAY 02
Making culture real
09:00–10:30
Systems and Symbols
Audit promotions, incentives, meetings, recognition, performance management and resource allocation. Do they reinforce or undermine the transformation?
10:45–12:30
Critical Moments
Identify moments where culture is visible: project failure, challenge to the boss, missed target, customer complaint or cross-functional disagreement. Practise the desired leadership response.
13:30–15:00
The Culture Experiments
Choose three behaviours to amplify and design three practical experiments that make them real.
15:15–17:00
The Transformation Leadership Legacy
Return to the original strategy and ask: “If this transformation succeeds, what will people say we did differently as leaders?” Each leader makes a final commitment.
