FACT #2:
Company cultures during Covid-19 in 2020 was a “tale of 2 cities”—some companies actually IMPROVED their cultures across the pandemic. Yet others saw massive deterioration (see article and analytics of 1.4 million employees and their sentiments around their company’s cultures by MIT Sloan Review published in October 2020, https://sloanreview.mit.edu/article/how-companies-are-winning-on-culture-during-covid-19/ ). The difference between companies who were perceived to have improved their cultures vs. those who didn’t?  

During times of crisis the quality of communication is central to how employees evaluate corporate culture. The other big factor behind company cultural erosion during Covid? 

“Employees Give Companies Low Marks for Agility During COVID-19” as defined by 12 depressions from down 7% to down almost 40% in areas including slowness of speed in responding to changes, lack of strategic consistency & level of bureaucracy. 

Resolution #2: As the management adage goes, “if you can’t measure it, you can’t manage it.” Start MEASURING your own company’s culture. Light, quick, and frequent culture health monitoring pulses can make the difference between being in the “good city,” or the “bad”. For more on Talent Sequencing’s tool for culture pulsing, learn about the Distributed Culture Heatmap, https://talentsequencing.com/talent-sequencing-toolbox/distributed-culture-heatmap/

FACT #1:
Going into the 2018 season, the average number of coaches on an NFL team staff is 22.3. Five years ago, the average was 21.5 – a subtle difference, but the trend is clear: In 2013, two teams had as many as 24 coaches on staff. In 2018, 11 teams had at least 24 coaches, including five that have more than 24. If coaching is proactive in athletics, consider its role in other industries.

So why do most companies treat coaching as a “last resort” for the troubled executive who is underperforming and is on the path to perdition and ultimate termination? Meanwhile, relatively few engage coaches to propel top talent further in their expertise and performance.

Resolution #1: Engage executive performance coaching for high potential talent to fuel company performance. 

Our Wartime Leadership Series cultivates the most relevant and helpful information to bring to you as videocasts, webinars and more.

• Thanks to the more than 180 who registered for our first webinar in our Wartime Leadership Series. The first topic was about mental toughness, and had as panelist noted psychometrics expert, Dr. Ryne Sherman from Hogan Assessments. The recording is available here.
• A key takeaway from Mental Toughness is that there is science that can reliability assess an individual’s “mental toughness” quotient.
• Talent Sequencing’s Dr. Dan Squires has built this into a diagnostic and prescriptive application that can be easily administered to an individual employee, team or broader sample set of company staff.
• Mental toughness can be coached up.
• If an employee was lower than optimal target range for mental toughness, Fahrenheit Advisors’ Jeff Ertel has built a coaching protocol to take the prescription and help drive adherence to a coaching plan that is tailored to each individual’s specific growth areas.

Next up:

The BSG, Talent Sequencing and Farhenheit Advisors joint team presents the next in our webinar series,

“Wartime Leadership Series:
How to assess, maintain, and strengthen company culture in times of  increased virtual workplace” – Register Here