This week on the Culture Bites Podcast, Head of Consulting Corinne Canter and Dominic Gourley answer a question from a listener; about the pros and cons for centralising or decentralising the ownership of culture within the organisation. Who should own culture and where should it sit?

If you’ve found some groups are more challenging to work with – whether they’re a leadership group or not quite on board with a program; Dominic Gourley and Liana Sangster shares some tips for what you can do to set up a program for success on this episode of Culture Bites.

At our Virtual Culture and Leadership Conference this year, we shared a range of client culture stories and one thing the audience wanted more of was tips for working on their own culture change.

Head of Consulting Corinne Canter shares her tips for Accredited Practitioners working on culture and what thing to keep in mind.

The “How Culture Works” model and other materials presented in this podcast are from the Organizational Culture Inventory®/Organizational Effectiveness Inventory™ Feedback Report by Robert A. Cooke, Janet L. Szumal, and Jessica D. Cooke, Copyright © 2003 and 2016 by Human Synergistics International. All Rights Reserved.

Head of Consulting Corinne Canter and Dominic Gourley answer a letter from a listener in this week’s Culture Bites Podcast Episode.

“I’ve been an AP both internal as a HR Director and now external to companies as a consultant for over 10 years, I use the LSI and OCI as often as I can with my clients… sometimes I hear “I had a bad experience with the LSI/OCI etc. and I am not sure that I want to use that tool again” from clients. I was wondering how you would deal with this and hints on how we might speak to this”

Corinne and Dominic give you tips on how to handle previous experiences with the tools.

We often talk about the Circumplex, and how we use it measure thinking and behaviour – It isn’t about good, bad, right or wrong; but it is about effectiveness, whether it’s at an individual, teams or organisational level.

On this week’s episode of Culture Bites, Dominic Gourley and Liana Sangster discuss effectiveness and what we really mean when we talk about it.

Leaders and managers have a significant impact on those around them and on the culture and performance of their organisation. Their development is critical to employee engagement and organisational performance.

So what can you expect by doing your own Leadership/Impact® (L/I) or Management/Impact™ (M/I)?

Dominic Gourley and Liana Sangster discuss the L/I and M/I diagnostic: What it is, how it works and what you can expect by receiving your own results.

In last week’s episode of Culture Bites, Dominic Gourley and Liana Sangster touched on the Triple A Model – Awareness, Acceptance, Action; and how people move through the different stages, as part of framing up an LSI debrief.

You might find some people want to skip the acceptance stage and move straight into action planning, only accepting on surface level. Dominic and Liana explore the model further and give you some tips to moving people between the stages, particularly helping people move from Awareness to Acceptance.

Everyone will have their own approach to a debriefing the Life Styles Inventory™ (LSI), but there are some key elements you should discuss prior to debriefing the report.

Consultants Dominic Gourley and Liana Sangster answer a question from a listener about how you frame up an LSI debrief; How do you come into the session and set the scene before going through the report, and what are the key elements to discuss.

Mental health is a big topic right now, with lots of articles in the media and the current situation taking a toll on people’s mental health potentially due to added stress financially and a huge change in our lifestyles.

Dominic Gourley and Sam Mead take this opportunity to talk specifically about men’s mental health and that the more we talk about it, the more it's accepted into society; How it’s also ok not to be ok, and it’s ok to ask for help.

This week on Culture Bites, Corinne Canter and Dominic Gourley answer a letter from a listener.

“Our organisation has a very passive/defensive culture and a recent staff survey demonstrated an alarming absence of trust, some key themes include a feeling that decisions aren’t transparent or fair, people wanting to maintain the status quo and not rock the boat, people feeling scared to ask for help, leaders being afraid to give honest feedback and a disconnect between a leaders words and actions. How would you suggest the organisation starts to build trust?”