Culture Consulting | Kirsi Hall

Are You Getting The Results You Want?

Clients come to us because they are facing organization-wide challenges with:

Communication. Whether it’s getting team members to be more honest and transparent with each other, encouraging accountability, or opening up next-level team dynamics, most companies are interested in best practices to optimize groups.
Empowerment. As companies grow, shift, or change, it is critical to grow, shift, or change how teams and leaders get results through and with others.
Turnover. Well-intentioned leaders want employees to be engaged, but waste time and money with initiatives that yield little return on investment.

A Proven Process to Optimize Teams and Leaders

When getting to the heart of what matters most in culture, we examine the following:

Business. What is happening in your company in terms of mission, vision, values, goals, and strategies? The outcomes of business analysis are clarified culture goals, background, identification of resources, and stakeholders.
Performance. The purpose here is to identify and clarify the performance gap by focusing on three areas: desired performance state, actual performance state, and the gap between desired and actual performance.
Root cause. To answer the question, "why does the performance gap exist?"
Solutions, actions, or recommendations and an implementation plan.
Evaluation of results. What ways can we improve on the solution? What are the impacts to the organization?
Sustaining best practices. This often means examining broader change management initiatives.

Projects can be targeted to a small group or expanded to include an entire organization.

The key is role clarity. Role clarity is the root of performance effectiveness. Role clarity is the force multiplier for organization, team, and individual results.

Culture Matters

Culture impacts net income, growth, engagement, and customer advocacy. Culture affects how decisions are made, conflict is managed, innovation is embraced, and how employees respect not only each other but the customer as well.

Bottom line: Intentional corporate cultures create greater outcomes.

Creating Powerful Infrastructure

No matter what cultural need is paramount, we carry forward a process-based approach by:

Assessing and Goal Setting

The purpose here is to clearly define outcomes across multiple timelines and multiple domains.

Generally, we work backwards from the ending date. For example, if we were to engage for six months, what would you like to be able to say you accomplished in that time frame? What results would move you forward in the first two weeks? Thirty days? Sixty days? Ninety days? Beyond?

It may be important at this step to have brief input meetings with various stakeholders. This helps to build trust before the group process by giving everyone a voice. It can also help to clarify key areas of focus needed for teams to breakthrough.

The outcome is a clear vision of what we are trying to accomplish.

Experimenting

The purpose here is to identify ideas, best practices, strategies, tools, or tactics to accomplish the results this group wants. To maximize results, it would make sense to run several experiments simultaneously.

The outcome here is a clear plan of action, allowing for iteration.

Evaluating Experiments Against Goals and Adjusting as Needed

The purpose here is to evolve and adapt based on results. Are you seeing the right kinds of changes quickly?

Often, secondary goals emerge that need attention. We keep benchmarking against the overall vision to make sure all the relevant timelines and domains are addressed.

The outcome is next step experiments and accountability plans to enhance results.

Creating Follow Through Strategy Plans to Carry You Forward Into the Future

The purpose here is to make sure teams, and leaders are launched appropriately into the future. What does success look like moving forward? How will you sustain that success?

From there, you may want to re-engage in a new or different way. For example, after some core infrastructure work, you may want to focus on ways to establish greater partnerships. Or, you may want to work on our Force Multiplier program, which targets performance in four domains: presence, team playbooks, and succession plans, cross-functional teams, and thought leadership. The key is to keep iterating for success.

What Clients Say

After working on cultural initiatives, clients report:

Increased goal attainment due to a focus on accountability.
Better cross-functional continuity which reduces siloing.
Stronger ability to scale due to an infrastructure that can adapt to ambiguity.

We Leverage Street Smarts

The professionals working at Kirsi Hall have been hand-picked to contribute specific strategic experiences and expertise. This is important because a rapidly scaling technology upstart may have different cultural challenges than the maturing global enterprise. The value we bring is in our ability to customize based on each unique situation.

We Leverage Book Smarts

Our work is grounded in theory. We bring a research-based approach to optimization, by drawing on emergent best practices across multiple domains. If neuroscience, psychology, organizational systems, or other performance theories can help, we rely on relevant thought leadership to facilitate the right results.

We also go beyond the books to help teams engage in healthy practices. Our thought leadership-in-action focuses on inclusion across geographies, cultures, and environments. Whether companies are focused nationally or internationally, bridging culture is paramount to facilitating success across teams.

The ripple effect we chatted about almost two years ago is in effect! I hear it in conversations, see it in the action of our leaders, and feel it in my gut after an impactful interaction. that you for challenging me in a kind and thoughtful way. I truly LOVE working with you and the story I will tell when asked to list the most influential people in my life will absolutely include you!

-VP People, Rapidly Scaling Technology Comapny