Culture Track Description

Culture Track Description

Video Overview

Yvon Wagner, Regional Vice President, Leadership Consultant and Executive Facilitator for Partners In Leadership, introduces the Cultural Transition Process. Learn about Partners In Leadership’s distinctive culture change methodology.


This proven approach to accelerating the Cultural Transition Process® is based on Partners In Leadership’s recent New York Times, Wall Street Journal, USA Today and Bestselling book, Change the Culture, Change the Game: The Breakthrough Strategy for Energizing your Organization and Creating Accountability for Results. The Partners In Leadership Culture Of Accountability® process enables organizations to define and create needed shifts in the way their people go about achieving results and a Culture Of Accountability. Central to the Partners In Leadership’s methodology is the proprietary process for developing desired Cultural Beliefs,® which embody the key shifts that must occur for an organization to achieve its Key Organizational Results.


Take the next step with the thought leaders and experts on workplace accountability and culture change by being certified through Partners In Leadership’s Professional Accreditation Certification program.


To accelerate the transition to a Culture Of Accountability where people at every level of the organization think and act in the manner necessary to achieve Key Organizational Results.

The Partners In Leadership Culture Of Accountability process is a powerful approach to speeding up culture change and boosting morale. There are four basic steps for implementing the process in your organization.

These steps are customized to deliver the Partners In Leadership process and curriculum to quickly cascade the models, methodologies, and tools that accelerate culture change through every level in the organization and maximize the positive effect on achieving Key Organizational Results. Partners In Leadership is expert at planning and customizing the Culture Of Accountability process client implementation to meet unique needs and accommodate their specific organizational design.


This workshop creates alignment at the senior management team level around the Key Organizational Results that the culture needs to produce, as well as the shifts needed in the way people at every level need to think and act in the culture to achieve those results. The team will experience Partners In Leadership’s proprietary and proven process for defining their desired management culture in the context of Cultural Beliefs,® and they will practice and apply the proven culture management tools that bring the Cultural Beliefs to life and accelerate change.

Week One – Organizational Assessment: The Cultural Transition Process begins with a Cultural Assessment of the organization. Partners In Leadership Consultants and Executive Facilitators interview selected members of the management team in one-on-one telephone interviews. These anonymous interviews capture perceptions of the current “Beliefs” and “Experiences” of the organization and key management teams. They also identify the specific cultural shifts that must occur in order to achieve key business results. When appropriate, individual leader feedback and extended on-line surveys can also assist in the assessment and data gathering process.

Week Four – Executive Debrief, Coaching And Planning: Upon completion of the Assessment, Partners In Leadership provides an Executive Presentation of the findings for the organizational leader. The feedback from the Assessment is organized and presented around common themes in the Executive Presentation. In addition, the leader receives recommendations on how to proceed with the Senior Management Team. Develop the Beliefs Workshop. During the Executive Presentation, Partners In Leadership provides specific coaching to the organizational leader in preparation for their role in the workshop and in the subsequent implementation of the larger Culture of Accountability process.

Week Six – One Or Two-Day Develop The Cultural Beliefs Workshop: In either a one or two-day format, largely determined by whether or not the Executive Team has completed The Oz Principle Accountability Training, Partners In Leadership Executive Facilitators guide the team to examine the shifts the management team, as well as the rest of the organization, needs to make in the way they think and act in order to produce desired business results. The workshop helps leaders create an aligned view of both the current culture and the desired culture. They experience the Partners In Leadership proprietary process for developing their organizational Cultural Beliefs, which will serve the driving force for the entire culture transition process. The workshop agenda focuses on both content and the skills associated with accelerating the Culture Transition Process. As with all their efforts, Partners In Leadership customizes the workshop to fit the unique and specific needs of the team, determined by both the assessment and consultation with the respective organizational leader.


The focus of the initial workshop with the leadership team is to develop a set of Cultural Beliefs® that define the nature of the culture change and serve as the road-map for directing the culture change effort and focusing the feedback, recognition and story-telling, all tools that are used to accelerate culture change.

A Cultural Belief is a B2 belief that is prioritized as key to how people need to think and act in the C2 culture to achieve R2 results. Cultural Beliefs inform a way of thinking. They work in concert to create just the right balance among the beliefs. You can’t articulate just one belief, promulgate that belief, and expect it to motivate the right actions. You need a set of beliefs that function together as a system. That’s how Cultural Beliefs work: they form an interdependent system of how people in the organization need to think and act differently to achieve R2. They are a set of beliefs that harmonize with one another and work together to guide A2 actions. Cultural Beliefs statements, particularly those crafted in a participative manner with an eye toward getting people to sign on, provide an extremely powerful tool for culture change.


Here is a sample set of Cultural Beliefs which is a composite from Eastside HealthPlans of the actual Cultural Beliefs they wrote for their organization.


This powerful one-day Cultural Transition Process Workshop helps the rest of the management team participate in the cultural transition. Culture change accelerates when the change occurs in the context of intact teams. These one-day Management Team Workshops at the functional management team level are instrumental in creating ownership, buy-in, and accountability to follow-through with the Cultural Beliefs and implement the key culture management tools that produce and accelerate change.

The focus of this step in the culture change process is to create a critical mass of people who take ownership for the change process will produce enough alignment and positive momentum to keep the change effort energized and moving forward. Because the early adopters are important to the success of the overall effort, you should concentrate on cultivating and nurturing them. To achieve critical mass and true buy-in, you must get the key people in the organization on board. You know who they are. They’re the people who will create the early E2 experiences that will galvanize those who are “Watching and waiting” to see what happens. To initiate this cultural chain reaction, you must make a compelling Case for Change. Everyone wants to understand the basic rationale for R2. The Case for Change addresses the why behind R2, providing the context for why we need to change the culture and why we need to do it now. The more compelling the Case for Change, the more likely you will forge the ownership and buy-in you need. The Culture Track Training helps leaders identify and communicate this case for change, along with other key culture accelerating experiences, that create this cultural critical mass quickly.


The one-day Cultural Transition Process Workshop helps people at all levels of the organization develop ownership and buy-in for the new culture. Employees at every level experience many of same steps in the process that benefited the senior executive team when they were developing the Cultural Beliefs, including the identification of the shifts people need to make in the way they think and act in order to achieve Key Organizational Results. Since culture changes one person at a time, every participant in the process identifies the changes they personally need to make by shaping specific Transition Plans that focus on actions they will implement in their respective areas of responsibility.

Partners In Leadership brings vast experience in tailoring the training content and delivery of this one-day workshop to meet the specific needs of front-line workers, unionized workforces, challenging work environment schedules, the distinctive characteristics of an hourly workforce, retail stores locations, geographically dispersed employee bases, unique organizational structures, as well as most any other client workforce requirement.

Train-The-Facilitator (TTF): Partners In Leadership Executive Facilitators will train and certify line leaders from various levels of the organization as Internal Client Facilitators who can subsequently conduct the one-day Cultural Transition Process workshop throughout the organization. The TTF process creates internal champions and provides the credibility people need as they look for visible commitment to the cultural transition from their leaders. The TTF further prepares leaders to perform their vital role in enrolling others in the organization in the Cultural Transition Process. Internal Client Facilitators can include high-potential people, line managers, senior executives and front line supervisors. To learn more about the TTF, see the Train-the-Facilitator Certification document provided by Partners In Leadership.


Partners In Leadership provides a number of proven best practices for ensuring that an organization will sustain the Cultural Transition Process over time and integrate it into the every aspect of the organization. Some of these activities include:

90-Day Follow-Up Implementation Meetings: These one-day and half-day meetings are designed to further facilitate the leadership team’s effectiveness in using the Partners In Leadership key culture management tools. In these meetings, the team reviews progress made and needed to accelerate the cultural transition. Leadership Consultant and Executive Facilitators provide feedback to the team on their role in the process and lead the team in interactive evaluations and practice sessions. Generally, these 90-day follow-up meetings occur over a 12-18 month period.

Executive Coaching And Feedback: Feedback is collected using on-line 360° anonymous feedback instruments throughout the process to target improvement efforts and to gauge progress. Partners In Leadership’s models and methodologies serve as the basis for the Executive Coaching Process that focuses leaders on what they individually need to do on a daily basis to accelerate the change process and ensure that their actions are aligned with the desired culture. To read more about Executive Coaching, see the Executive Coaching document provided by Partners In Leadership.

Integration Activities: Executive Facilitators coach clients to form teams and organize efforts to ensure that all traditional and day-to-day organizational systems reflect the behaviors and actions associated with the Cultural Beliefs. To accelerate the process of full cultural integration, Partners In Leadership applies their integration model: the ARC Analysis. The purpose of the ARC Analysis is to enable leaders to establish a clear line of sight on key results and key expectations and to reinforce the path of accountability throughout key organizational systems to ensure success. The ARC Analysis is utilized with leadership teams as a post-workshop follow-up consulting tool and is used, as needed, within each of The Three Tracks To Creating Greater Accountability.

On-Going Training Throughout The Organization: Over the course of the process, additional training to reinforce the foundation of accountability further solidifies ownership for the new culture. Implementing the third training track offered by Partners In Leadership, The Others Track® Training, assists clients in their efforts to ensure that the cultural transition continues on over time. To read more about the Accountability Sequence, Training see the Others Track description provided by Partners In Leadership.

Partners In Leadership demonstrates great flexibility in adapting and customizing their approach to meet the needs of the client. Every consulting and training effort addresses client needs and deliverables. Partners In Leadership’s Culture Of Accountability Process is a proprietary approach that has been refined over the last two decades and embodies their proven technology for accelerating the transition to a Culture Of Accountability that is focused on achieving the business results clients must obtain.


“The tools introduced by Connors and Smith provide a roadmap that will guide an organization through the transition that is essential to achieving desired results. Our firsthand experience with the application of these tools has proven to me that these concepts accelerate culture change.”

Joanne Bauer, President Health
Care Kimberly-Clark Corp.

“This has been the most successful equity story we have been associated with. We had over a 7000% return on equity investment from when we started our work with Partners In Leadership to when we were successfully acquired, which is really a success story.”

Dave Schlotterbeck, President & CEO, ALARIS Medical Systems

“After a year of struggle to build a team, we began to use the Partners In Leadership process and to understand the power of staff alignment and the need for everyone to be accountable Above The Line.® In a very short time we heard the terms, “alignment,” “accountability,” “victim,” “powerless,” or “powerful” being used throughout the organization. Even more impressive were the changes in behavior that were observed as the process was spread.”

Mike Eagle, Vice President, Eli Lilly & Co. JPMorgan Chase & Co.

“The transformation of corporate culture—perhaps the most important single leadership challenge facing organizations today—has largely eluded the recent wave of performance improvement innovations. Partners In Leadership processes for cultural change work not only in theory, but also in practice. They provide hands—on, concrete tools for helping organizations fulfill their potential.”

Sidney Taurel, Chairman & CEO, Eli Lilly & Co.
JPMorgan Chase & Co.

“One of the most remarkable benefits that I personally felt from the Culture of Accountability® process was the shift in some of the senior leader’s mindset and attitudes and ability to be a part of the team. They are very bright talented people but we weren’t on the same page and today to see them on the same page, see them productive is very satisfying.”

Brad Mason, Group President, North America Orthofix, Inc.

“Your seminars have inspired all of us to communicate much more effectively, which has increased employee moral across the board. We worked together to achieve company goals and are much more aware of the culture we can create for staff as well for consumers. Learning to hold ourselves accountable every facet of the business has helped us come together as one company striving for our unified goals.”

Will Green, President, The Omni Club

“Management today is more complex than ever, and the literature is full of techniques with many gimmicks. Accountability Training® is so fundamental, and easily understood, that I believe it can have a positive impact in any organization. I will continue to encourage its application in every organization with which I am affiliated.”

Mike Eagle, Vice President, Eli Lilly & Co.