brand and culture alignment toolkit full survey report · 2016. 9. 28. · full survey report....

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Brand and Culture Alignment ToolkitTM

Full Survey Report

Chris Sample

[email protected]

Chris Sample's Service Unit

Sample Company

July 19, 2016

Al [email protected]

The Brand and Culture Alignment Toolkit (BCAT) consists of instruments that measure and map the shared

perception of a team's brand and culture, and methods that apply this information to enhance team performance.

Based on your responses to the BCAT Survey, this BCAT Full Survey Report describes in detail, from your point of

view, what this team would be like if it were a single "virtual person" at work, a role model, doing its best to

accomplish its goals. It provides insights and actionable guidance that can help the leaders and members of this

team work together more effectively.

This report describes the brand and culture of this team as a whole. It does

not profile or characterize any individual leader or member of this team.

This report isn't intended to end a conversation. It's intended to begin one…

TM

© 2016 by Al Cini and Partners. All rights reserved.

Brand and Culture Alignment Toolkit and BCAT are trademarks of Al Cini and Partners.

Printed 9/28/2016

R2.2 Rev. 9/30/2016

Full Survey Report .

See Background section for definitions and explanations.

InnovationThese Recessive virtues and

values run counter to this team's

culture. They should be used

mindfully.

InnovationPicExcitement, Perception of Breakthrough Change, Making

an Impression, Recognizing Excellence, Positivity,

Enjoyment, Surprise, Enthusiasm

Chris Sample Chris Sample's Service Unit

The Role Target for Chris Sample's Service Unit is "Exacting and Expert Caretaker."

This role model builds strong interpersonal relationships based on fairness, honesty and

mutual respect, and relies on thorough investigation, comprehensive research, and objective,

well-reasoned analysis to make steady progress toward goals.

Our team values willing cooperation - among our members and within the larger community

we serve. We do our best to treat all of our members fairly and consistently, and to include

as many of us as possible in our decision- and policy-making processes. We strive for

consistently high quality in our work, so we respect and follow proven traditions and customs,

and we carefully comply with all applicable rules and mandates. Step by step, you can count

on us to get us from where we are to where we need to be.

We support this with careful measurement, accurate analysis, patient attention to the

smallest details, and thoroughly considered reasoning. We're committed to producing the

highest quality results.

This team's Dominant virtues

and values inspire and influence

their collective thoughts and

decisions.

HarmonyPic

PrecisionPic

Precision

This team's Auxiliary virtues and

values guide the group's cultural

expressions and actions.

PurposePic

Purpose

Individual members sometimes

use this team's Tertiary virtues

and values to do their work.

Based on your responses to the BCAT Survey, the four behavioral factors of this team's brand and culture have been scored

and ranked in priority order as shown in the table below. The brand and culture profiles presented in this Report, including this

team's Role Target, are derived from this information.


Compassion, Agreement, Cooperation, Mutual Respect,

Compliance with Rules, Camaraderie, Fairness, Justice,

Reliable Performance, Steady and Consistent Pace

Analysis, Accuracy, Mastery, Clear Definitions, Facts,

Evidence, Finding Root Cause, Measurement, Detailed

Explanations, Rational Objectivity, Precise Expression

Toughness, Meeting Deadlines, Accountability,

Breakthrough Outcomes, Simple Arguments, Initiative,

Winning, Driving Improvements in "The Numbers,"

Disciplined Work

Harmony

Exacting and Expert Caretaker

"Exacting and Expert Caretaker"

This team values...

They support these values with...

They are careful with expressions of...

As individuals, they sometimes use...

Summary of Results

People seldomimprove when

they have no other model but themselves

to copy.

Oliver Goldsmith

“


These Recessive virtues and

values run counter to this team's

culture. They should be used

mindfully.

Harmony Innovation

Precision Purpose

Innovation

A Role Target expresses, in

graph form, a team's ideal model

of brand and culture alignment.

The team's leaders and

members use the Role Target as

an aiming point in the

development of their individual

Alignment Plans.

Chris Sample's Service Unit Exacting and Expert Caretaker

"Exacting and Expert Caretaker"

HarmonyThis team's Dominant virtues

and values inspire and influence

their collective thoughts and

decisions.

Methodical and

Cooperative

Expert

Creative and

Expressive

Expert

Focused and

Determined

Creator

Precision

This team's Auxiliary virtues and

values guide the group's cultural

expressions and actions.

Purpose

Individual members sometimes

use this team's Tertiary virtues

and values to do their work.

Caretakers

Chris Sample

Creative and

Expressive

Caretaker

Methodical and

Cooperative

Creator

Methodical and

Cooperative

Driver

Creative and

Expressive

Driver

ExpertsFocused and

Determined

Expert

Exacting and

Expert DriverDrivers

The position of this team's Role Target on the

Role Target Map (shown above) is determined by

the team's Dominant and Auxiliary virtues and

values (shown at left).

Exacting and

Expert

Caretaker

Focused and

Determined

Caretaker

Exacting and

Expert Creator

Creators

Role Target Map

“The only personyou are destined

to become is the person you decide to

be.

Ralph Waldo Emerson


Executive Summary of Our Team's Brand and Culture 2

Background 5

Definitions, concepts, how to use this report

This Team's BCAT Results 10

A map of our brand and culture and guidance for aligning our team with it

About Our Team's Brand and Culture 12

Advice to Improve Alignment 23

Exercises and Worksheets 28

Actionable exercises to improve team alignment, performance and results

Next Steps 33

A blueprint to take our team to the next level

Brand and Culture Alignment ToolkitTM

Table of Contents


Exacting and Expert CaretakerChris Sample Chris Sample's Service Unit

Compliance With MandatesEmployee Retention

Profitability

Customer Ratings

Sales Acceleration

We are our Culture - the values we share, the strengths and skills we're proud of,

our ideals and aspirations, our positive feelings about our work and our commitment

to reaching the goals we share.

We are our Brand - spurred and shaped by our culture, these are the things we say

and do, the traditions we follow, the methods and procedures we trust, the special

way we approach our work when we're performing at our very best.

Alignment With a Positive Role Model

Our brand and culture offer us a role model to follow as we strive to improve

ourselves as individuals and as members of our team. When our team's leaders and

members demonstrably pattern the positive aspects of their attitude and behavior

after this role model - in other words, as we align ourselves with our team's brand

and culture - we all become more motivated, more productive, more mindful and

intentional, and more engaged in our work.

In their State of the American (and Global) Workplace series, Gallup shows that

enhanced employee engagement drives the nine Key Performance Indicators that

matter most to leaders and managers.

Site Safety

Productivity

Who are we?

How can we be better?

Project Completion

Quality and Consistency

When brand,culture and purpose

are clear and aligned, they create a substantial competitiveadvantage in

everything from recruiting and retention to

productivity and profits. Your

company's employees and performance become powerful

- even unstoppable -forces.

The Gallup Organization, "Organizational Identity"

“Your culture

is your brand.

Tony Hsieh, CEO of Zappos

“

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People outside the team hear its collective voice, too. It calls new members to join

and serve its mission. It motivates customers to buy its products and services. It

inspires stakeholders to invest in and support its efforts. This is how great teams

succeed.


Thank you for completing our BCAT Survey and making us a part of your team.

This report is intended to help us live our brand, to more clearly hear, shape,

express, spread and sustain our team's voice. We can use this report as a rallying

point around which to gather, engage, and commit ourselves and others to our

cause. We can use it to help ignite the potential energy of collaboration that will

propel us beyond self-interest, inspire us to exceed our individual strengths, and set

us on a path to excellence.

We can use it to align ourselves with our brand and culture.

Brand, Culture and Voice

From the smallest units and departments to the largest corporations, organizations,

even nations, wonderful things happen when people align themselves with their

group's brand and culture.

As they become highly engaged in their individual efforts and deeply committed to

achieving the goals they share, ordinary people suddenly become great teams. More

than just a roster of members, a truly effective team is an incorporated person,

someone to look up to, a positive role model with a cohesive, clearly expressed

culture and a very powerful voice.

Hearing this voice, people within the team communicate more openly and

collaborate more willingly with each other. They encourage and help each other to

explore, discover, and innovate without fear. They develop traditions of excellence

and accomplishment, express confidence, joy and pride. They stop just "doing

things" and begin to get things done - sometimes, even doing the impossible.

Define what yourbrand stands for,

its core values and tone of voice, and then

communicate consistently in those

terms.

Simon Mainwaring, Author,We First

“

Up to 40% of an organization's marketing and

communications dollars can be either wasted or

destroyed when the internal marketing and

communication programs don't support

or align with the external marketing and

communication program.

Juliet Williams, CEO, quoted in Measuring Brand

Communications ROI by Don E. Schultz & Jeffrey S. Walter

“

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●

●

●

How to Use This Report


What do we mean

by Brand and

Culture?


What are our

Brand

and Culture?

This report isn't intended to end a conversation. It's

intended to begin one.

Based on your responses to our BCAT Survey, this report analyzes, classifies, and

personifies your point of view as you ask yourself the question: "If Chris Sample's

Service Unit were a person, what would he or she be like?" A transformative

conversation begins here, and leads us into an exploration of three important

questions.

The values, attitudes, beliefs, symbols and methods - the Brand and Culture -

shared by the members of an effective team are, in a practical sense, its personality.

However, while an individual's personality identifies him or her as a person, a team's

personality serves as a positive role model for its leaders and members to emulate.

In this report, we refer to this role model as our Role Target.

The Background section of this report explains the four dimensions of excellence

that we use to describe and visualize our organization's Role Target: that is, who we

all are when we're consistently living our brand and culture, working together at our

very best, accomplishing our mission and serving our community.

With text and graphics, the Results section of this report presents the values,

attitudes, and symbols we use to express ourselves as a team. It suggests changes

we can each make to communicate with each other more openly and collaborate

more willingly.

The Worksheets section of this report provides forms-based exercises that can help

us drive three positive improvements within our team:

Worksheet 1 offers an exercise that can help our team's leaders and

stakeholders agree on the specific Role Target that best represents our

team's culture and brand, and with which everyone on our team can align

themselves.

Worksheet 2 gathers and presents a list of suggested changes that we each

can consider making to improve our team's performance.

Worksheet 3 gives everyone on our team, leaders and members alike, an

opportunity to commit to making one or more real, measurable changes for

the good of our team as a whole.

The last section, Next Steps, suggests ways we can use our Role Target to

establish and sustain a culture of continuous self-improvement within our team.

How can we use

this to become a

more effective

team?

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What's in Our Water Cooler?

When our team is in alignment, we share a preference for a certain combination

(culture) of the four flavors. When we mix and serve this signature recipe in our

team's "water cooler," we're expressing our brand.

If our team

were a person…Research indicates that focused and engaged people excel at work by combining

four patterns of behavior:

We savor our

culture and serve

our brand.

Exacting and Expert CaretakerChris Sample's Service Unit

Four Flavors in Our Team's Water Cooler Recipe

Chris Sample

Like a recipe with four ingredients…

To make these concepts more accessible and useful, we use four beverage

"flavors," and their corresponding colors, as a metaphor representing these four

patterns of behavior.

We each mix,

drink, and serve

combinations

(recipes) of these

four flavors.

While we differ with respect to our personal preferences for certain flavors, we are all

capable of choosing to apply combinations of any of them to solve problems in our

lives.

You have totaste a culture to

understand it.

Deborah Cater, Travel Author“

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Stressing Deadlines

Breakthrough Results

Simple Arguments

Taking the Initiative

Winning Action

Improving Key Metrics

Disciplined Effort

Accountability

Be Engaging

Lead with Humor

Change the Subject

Talk Fast

Gesture Broadly

Look All Around

Try for a Laugh

Build Enthusiasm

Shared VirtuesDriven

Competitive

Goal-Oriented

Decisive

Take-Charge

In Control

Direct

Confident

Communication Styles Mistakes We Might Make

Example behavioral characteristics associated with each of the four flavors of brand

and culture:

Calm

Unflappable

Friendly

Traditional

Respectful

Reliable

Consistent

Fair

Stubbornly Resist .

Play Strictly By the Book

Focus on Pointless Ritual

Be Passive-Aggressive

Become Gossipy

Shut Down, Quit

Over-Value Consensus

Avoid Necessary Conflict

Talk Slowly

Inform Fully

Gesture Conservatively

Let's Keep Our Distance

Look Down at My Work

Ask Critical Questions

Explain in Detail

LectureCatastrophize

Upstage Others

Act Out Emotionally

Appear Needy

Appear Frivolous

Lose Patience

Speak Out of Turn

Appear Out of Control

Enlist Support

Work for Agreement

Make Small Talk

Ask Open Questions

Work for Consensus

Smile, Move Closer

Friendly Eye Contact

Follow Agenda


The Four Flavors and Their Associated Behaviors

Empirical Evidence

Finding the Root Cause

Precise Measurement

Detailed Explanations

Accurate Work

Careful Preparation

Rational Objectivity

Proven Facts

Be Too "Bossy"

Compete Pointlessly

Talk Too Loudly

Be Overly Demanding

Become Dogmatic

Play Favorites

Lose Patience

Be Dismissive

Consensus

Fairness

Mutual Respect

Following the Rules

Group Harmony

Justice

Consistent Performance

Steady Pace


The tables below provide generic information. The Results section of this report

presents the specific characteristics of our team.

Meticulous

Methodical

Inquisitive

Critical

Precise

Exacting

Analytical

Thorough

Become Preachy

Get Lost in the Details

Appear Overly Critical

Talk Too Long

Miss, Ignore the Point

Appear Cold, Aloof

Stay in My "Silo"

Over-Analyze

Positivity

Enthusiasm

Emergent Leadership

Perception of Change

Making an Impression

Recognizing Excellence

Enjoying the Experience

The Element of Surprise

Enthusiastic

Emotional

Imaginative

Optimistic

Persuasive

Non-Conforming

Motivational

Unpredictable

Shared Values

Be Direct

Focus on Results

Point My Finger

Strong Eye Contact

Look Straight Ahead

Push for Commitments

Talk Loudly

Give Orders

• Shared VirtuesVirtues inspire individual and collaborative behavior.

• Shared ValuesValues shape and guide thought and action.

• Communication StylesHow aligned teams characteristically express themselves.

• Mistakes We Might MakeThese are potential pitfalls, biases and blind spots.

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Chris Sample

Those Served

Respondent

Our company's customers

Who Are We?

This example team is responsible for regional service delivery. Service is delivered

both remotely (via phone and teleconference) and in person. This is a 15-person

team. Three of our members are part-time workers. 14 salaried employees, 1

contractor.

Description

Chris Sample Exacting and Expert Caretaker

Leader, Manager

July 19, 2016, printed on September 28, 2016


Sample Company


This team's goal is to deliver the highest-quality service, as measured by satisfaction

surveys.Mission

Team and

Organization

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↕ ↕ ↑ ↓

Narrow <-> Broad Concluding <-> Questioning

Harmony

Purpose

Exacting and Expert CaretakerChris Sample

A Concluding culture values closure and action but

may jump to conclusions. A Questioning culture

values curiosity and "outside-the-box" thinking but

may delay making decisions.

Our Brand and Culture Recipe

Innovation

Precision


A Narrow focus indicates a strong preference for

Harmony. A Broad focus indicates a balanced

preference for Harmony, Precision, and Purpose.

Precision Purpose Harmony Innovation

...and used by our program facilitator to help us understand, refine and apply our team's Role

Target.

Your responses to ourBCAT Survey...

...and presented to us as our team's Role Targetrecipe: the ingredient

"flavors," ranked from most to least, that we serve in our team's emblematic

Water Cooler.

Cultural Strengths Focus

...are scored, analyzed and classified...

Cultural Openness

Setting an example isnot the main means

of influencing others.It is the only means.

Albert Einstein

“

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These are the corresponding behavioral

characteristics of the

flavors in our

Water Cooler recipe.

Chris Sample's Service UnitChris Sample

Conversely, the Tertiary (third-ranked Purpose) and Recessive (last-ranked Innovation) flavors may indicate counter-

productive habits and biases that the members of our team might consider balancing or stopping in order to improve

their performance on our team.

DominantCalm, Empathic, Disciplined,

Friendly, Traditional, Respectful,

Reliable, Consistent, Fair

Innovation


Our Team's Role Target: "Exacting and Expert Caretaker"

Enthusiastic, Emotional, Imaginative, Optimistic,

Persuasive, Non-Conforming, Motivational,

Unpredictable

Driven, Competitive, Goal-Oriented, Decisive,

Take-Charge, In Control, Direct, ConfidentPurpose

Auxiliary

The Dominant (first-ranked Harmony) and Auxiliary (second-ranked Precision) flavors in our team's water cooler recipe

represent the positive traits of our team. They are the elements of our Role Target. They suggest positive changes that

our team's members can make to better contribute to our team's mission.

Tertiary

Our Team's Recipe for Peak Performance

This role model builds strong interpersonal relationships based on fairness, honesty and mutual respect, and relies on

thorough investigation, comprehensive research, and objective, well-reasoned analysis to make steady progress

toward goals.

The ranked ingredient flavors in our team's Role Target recipe

Recessive

PrecisionMeticulous, Methodical, Inquisitive,

Critical, Precise, Exacting, Analytical,

Thorough

This is our team's

Water Cooler recipe…

Harmony

...combined in these

proportions to formulate

our team's brand and

culture.

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Innovation ! ?

We embrace our values; they motivate and energize us. We take pride in our virtues; they shape and drive the way we

do our work.


Compassion, Agreement, Cooperation, Mutual

Respect, Compliance with Rules, Camaraderie,

Fairness, Justice, Reliable Performance, Steady

and Consistent Pace

Analysis, Accuracy, Mastery, Clear Definitions,

Facts, Evidence, Finding Root Cause,

Measurement, Detailed Explanations, Rational

Objectivity, Precise Expression

Openness

Narrow Broad

Tertiary

Harmony

Dom

inant

Purpose

Recessive

Toughness, Meeting Deadlines, Accountability,

Breakthrough Outcomes, Simple Arguments,

Initiative, Winning, Driving Improvements in "The

Numbers," Disciplined Work

Innovation

Harmony

Excitement, Perception of Breakthrough Change,

Making an Impression, Recognizing Excellence,

Positivity, Enjoyment, Surprise, Enthusiasm

Strengths Focus

Precision

Precision

Auxiliary

Purpose

The Virtues and Values We Share


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Innovation ! ?

Harmony

“Learn from the past. Move forward together.

Maintain an even strain. The rules were written for a

reason. Don't cut corners. Include everyone.

Carefully follow the checklists."

Broad

“Get it done. Deliver on time and budget. Sharpen

the bottom line. Compete and win. Close the deal.

Follow my lead. Call out and affix blame. Improve

those numbers and drive those results."

PrecisionNarrow

Precision

The Positive Attitudes We Express in Our Work


Harmony

"Blaze a new trail. Celebrate accomplishment. Rally

the troops. Visualize a brighter future. Make an

exciting impression. Discover breakthrough ideas.

Find and develop new opportunities."

Chris Sample

Strengths Focus


Our positive attitudes demonstrate our team's strong culture and illuminate and energize our team's signature brand.

Dom

inant

Innovation

Tertiary

Auxiliary

Purpose Openness

“Cross and dot our T's and I's. Get it exactly right.

Measure twice and cut once. Carefully triple-check

the work. Quantify and analyze. Identify the root

cause. Collect and classify every detail."

Purpose

Recessive

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Innovation ! ?

PrecisionNarrow Broad

Purpose Openness


At the core of our team's brand and culture, our ethics guide our individual and collective actions.

Harmony

Tertiary

Carefully consider whether the ends justify the means.

Own the ethical consequences of your actions, and of the

actions you direct in others.

Ask open questions; consider the answers carefully.

Strengths Focus

Purpose


Bad policy cannot be justified by logic or evidence, no

matter how sound.

Without allowing it to prejudice your research, think of the

work you do in the larger context of the community you

serve.

Harmony

Auxiliary

Our Ethics and Social Consciousness

Recessive

Recognize that the best idea in the room may not be yours.

Acknowledging others' success is a strength, not a

weakness.

More is accomplished when it doesn't matter who gets the

credit.

Precision

Innovation

Dom

inant

Resist following an order, custom or practice if you feel this

will lead you to a bad place.

If you object to something, say so. Don’t sabotage it.

Recognize and strive to change an unjust rule or system.

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Innovation ! ?

HarmonyStrengths Focus


Openness

What It Takes to Be "Us"

Purpose

Precision


"It's important to think something through before acting."

"If you can't measure it, you can't manage it."

"The devil is in the smallest details."

"Thorough research takes time and patience."

Auxiliary

Chris Sample

As a team, we embrace those who share our beliefs and we resonate with those who need the things we make and do.

Harmony

Dom

inant

"The rules were written for a reason."

"There's no substitute for practical experience."

"We like to include everyone in our decision-making."

"'Due Diligence' is our motto, forward one step at a time."

Tertiary

Recessive

"I enjoy imagining the future and creating novel solutions."

"I cut corners now and then to move things forward."

"I like to keep my options open."

"Enthusiasm makes the difference."

Innovation


"I enjoy competing and winning."

"I respect someone who can get to the point quickly."

"I don't re-think decisions. Forward, right or wrong."

"Formalities and appearances are very important."

Purpose

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Innovation ! ?

Harmony

BroadPrecision

Atmospherics are important. They help us to become the positive change we wish to see in our world.

Auxiliary

Harmony

Dom

inant

Friendly, Warm, Accepting, Honest, Consistent,

Organized, Supportive, Patient

Purpose

Narrow

Quiet, Competent, Researched, Well Documented,

Expert, Studious, Analytical, Scientific

Strengths Focus

Recessive

Optimistic, Energetic, Inspiring, Engaging, Creative,

Forward Thinking, ExcitingInnovation

Purpose Openness

The Positive Atmosphere We Foster

Tertiary

Confident, Focused, Dominant, Winning, In Control,

Planful, Decisive

Precision


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Innovation ! ?

The Negative Feelings We Mindfully Manage

Dom

inant

Hesitant, Stubborn, Habitual, Argumentative, Overly

Sensitive, Resistant to Change

Take a moment, breathe, and consider: "Is the instinctive, emotional reaction building inside me an appropriate one to

express in this moment?"

Harmony


Purpose

Tertiary

Narrow Broad

Innovation

Recessive

Auxiliary

Wordy, Picky, Critical, Distant, Cold, Aloof, Overly

Analytical

Strengths Focus

Over-Reacting, Scattered, Impulsive, Reckless,

Disorganized, Frivolous

Angry, Ego-Involved, Intolerant, Impatient,

Authoritarian, Controlling, Insensitive

Precision

Harmony

Precision

Purpose Openness

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Innovation ! ?

BroadPrecision

Narrow

Strengths Focus

Purpose

Tertiary

Hierarchical Chain of Command,

Formal Structure, Leader as Director,

Leaders (Self-)Appointed

Based on Rank or PositionA

uxiliary


Purpose Openness

Harmony

Shared Authority,

Informal, Ad Hoc Structure, Leader as Teacher

Leadership by Consensus, Earned by Intellect

Based on Evidence, Reasoning, Tenure

Alignment requires mutual trust and respect, which depend on our understanding and acceptance of our team's scope,

style and structure of authority.

How We View Power and Authority


Harmony

Dom

inant

Matrix Authority,

Flexible Structure, Leader as Coach,

Leaders Chosen/Elected on Experience and Merit,

Based on Transparent Selection Process

Innovation

Recessive

Authority Vested in an Individual,

Informal, Ad Hoc Structure, Leader as Influencer

Emergent Leadership, Awarded by Acclamation,

Based on Personality, Prestige

Precision

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Innovation ! ?

Recessive

How We Make Decisions and Evaluate Risks


Purpose

Tertiary

Business occasionally demands calculated risk

I look first, but then I act decisively

I decide after conferring with inner circle

I decide on the facts, rarely second-guess

Innovation

We are aligned when we understand, accept, and support our team's approach to making decisions and managing

risk.

We must be very careful to avoid risk.

We never take a risk until all the facts are in.

We decide only after deep analysis, deliberation.

We're always reconsidering risky decisions.


Openness

Risk is a necessary part of positive change

My optimism can overwhelm my common sense

I look within for the "Right Thing" to do

I follow my instincts and rarely look back

Strengths Focus

We must agree before accepting any risks.

We consider, discuss, act only if and as needed.

We decide after conferring with everyone.

We continuously mitigate risky policies.

Chris Sample

Precision

Harmony

Dom

inant


Purpose

Auxiliary

Harmony

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Innovation ! ?

Precision

Recessive

Purpose

Tertiary

Precision

Physical Expressions of Brand and Culture

Harmony

Narrow Broad

Innovation

Openness

Harmony

Agility, Speed, Energy,

Unpredictability

Auxiliary

Strategy, Planning, Choreography,

Preparedness

Chris Sample

Purpose

Strengths Focus

Strength, Power, Aggressiveness,

Forcefulness

Exacting and Expert CaretakerChris Sample's Service Unit

Certain signature attributes of brand and culture characterize aligned teams who perform on a physical level, e.g., in

sports and the performing arts.

Dom

inant

Stamina, Endurance, Persistence,

Discipline

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MBTI

↑ SF↕ ST↕ NT↓ NF

Building on Insights from Individual Assessments


Purpose

MBTI Constructs

S - Sensing

N - Intuition

F - Feeling

T - Thinking

DISC Constructs

D - Dominance

I - Influencing

S - Steadiness

C - Conscientiousness

Precision

Individual assessments like DISC and the MBTI® help each of us to understand what makes

us who we are. They provide us with a personal baseline on which we can plan, improve and

track our progress toward self-improvement.

Sharing our assessment results with our colleagues can help us better understand each

other and show us how we can more effectively communicate and cooperate with each

other.

Developed using similar psychological constructs, as shown on this page, this Role Target

Report can be combined with information from individual assessments to help inspire and

guide the process of mindful self-improvement within our team.

Role Target DISC

SC

Harmony

I

DInnovation


MBTI® is a trademark or registered trademark of The Myers & Briggs Foundation in the United States and other countries.

He who knowsothers is wise.

He who knows himself is enlightened.

Lao Tzu

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TRUE Pr

TRUE Pu

FALSE H

TRUE I

A map to help our team achieve peak performance

The Role Target on this map represents the two principal recipe ingredients (Dominant and Auxiliary patterns of

behavior) of your vision of peak performance within our group or team.

Comparing your information with the various targets of other leaders and stakeholders can help us all agree on the

recipe of flavors that we should be serving in our team's water cooler. In order to more fully accomplish our mission

and better serve the goals we share, this consensus provides us with a point around which we can each craft an

individual plan for self improvement.

*

* Note: Indicates strong weighted preference for our Dominant Flavor (Harmony) ,

Precision

Harmony

Our Role Target Map


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Formulations for Improved Results


Dom

inant

Auxili

ary

Tert

iary

Recessiv

e

Adjustments to

Consider"Flavor"

●

●

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Our group’s Role Target recipe card (left)

Our Role Target recipe card helps us formulate and follow an Alignment Plan of changes that we each intend to make

in order to collaborate more effectively with each other and better align ourselves with our team's brand and culture.

Adjustments to consider (right)

Start/Continue

When solving problems and communicating with others both within and outside our group, consider leading with the

strengths and values of this ingredient flavor.

Seek Balance

Consider leading with the strengths and values of these flavors, mindfully balancing them with the flavors' less positive

behavioral expressions.

Moderate/Stop

Consider moderating or stopping these flavors' negative habits and emotional responses.

Harmony

Purpose

↑ Start/Continue

↓ Moderate/StopInnovation

↕ Seek Balance

↕ Seek BalancePrecision

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↑ Words to Start or Continue Using in Public

↓ Words to Use In Private and Only As Needed

Drink and Serve Mindfully ↕ Words to Combine and Balance

↑

↕

↕

↓

Use language in balance:

Driving Change <-> Following Tradition

Driving Results <-> Including Everyone

Meeting Deadlines <-> Flexible Adaptation

Achieving <-> Celebrating Achievement

Innovation

Counter-cultural - use carefully:

"Emotional, Entertaining, Surprising,

Impulsive, Exciting, Rallying, Fun,

Impetuous, Inspired, Educated Guess"

In general, words like these conflict with our group's culture. Of course, use them freely - but mindfully, as

circumstances specifically call for them.

Words like these send messages that are aligned with our group's culture and brand. Most of the words you

use, particularly in public (e-mail, speeches, sales literature, presentations, etc.) should be drawn from

synonyms for these words.

Use noun/adjective synonyms for:

"Community, Welcoming, Collaborative, Plan,

Rules, Regulation, Governance, Consistent,

Faithful, Inclusive, Supportive, Traditional,

Just, Steady"

↕

↓

↑

Purpose

Drink and Serve Less

Harmony

Balanced combinations of words like these send messages that are aligned with our group's brand and

culture.

Precision

Use language in balance:

Carefully Measured <-> Creative

Thoroughly Analyzed <-> Spontaneous

Data-Driven <-> Gut Feeling

Exacting <-> Educated Guess


Our Words Are Important

Drink and Serve More


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↑ Expressions to Start or Continue

↓ Expressions to Moderate or Stop

Drink and Serve Mindfully ↕ Expressions to Combine and Balance

↑

↕

↕

↓

Precision

Use images in balance:

Business diagrams <-> People working together

To-Do lists <-> Inspiring images

Financial charts and graphs <-> People benefiting

Charts and diagrams - Pictorial case studies

↓



↑

Harmony

Purpose

↕

Expressing Our Group's Unique Brand

Use images in balance:

Schematic diagrams - Summary drawings

Detailed specs - Sketches, elevations

Charts and graphs - People in action

Complex formulas - Simple summary graphs

Balanced combinations of expressions and pictures like these send messages that are aligned with our

group's brand and culture.

Chris Sample

Personal photos

Elaborately annotated pictures

Informal verbal and written expression

Punctuate to organize, not to impress

Pictures of people working together equally

Expressions like these are aligned with our group's culture. Using expressions and pictures like these,

particularly in public, clearly communicate our group's brand and culture.

Innovation

Busy animations and flashy images

Cartoons and irrelevant clip art

Callouts, word balloons

Multiple exclamation points


In general, expressions and pictures like these conflict with our group's culture. Of course, use them freely, but

mindfully, as circumstances specifically call for them.


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↑ Patterns of Behavior to Start or Continue

↓ Patterns of Behavior to Moderate or Stop

Drink and Serve Mindfully ↕ Patterns of Behavior to Combine and Balance

↑

↕

↕

↓Innovation

Precision

Balance strengths and challenges:

Temper Perfection with Progress

Temper Criticism with Empathy

Temper Seriousness with Levity

Watch your (critical, pedantic) language.



Harmony

Positives to start or continue:

Invest the time to build consensus.

Respect and comply with rules, mandates, processes.

Make the case for just and fair solutions.

Listen actively, express empathy

Chris Sample

↕Balanced combinations of behaviors like these send a message that we are aligned with our group's brand

and culture.

Negatives to minimize or manage:

Don’t make light of serious matters.

Don’t talk (brag) about yourself.

Don’t over-simplify complex issues.

Watch your (colloquial, profane) language.

↑Behaviors like these are aligned with our group's culture. Expressing behaviors like these, particularly in

public, clearly communicate our group's brand and culture.

Purpose

↓In general, behaviors like these conflict with our group's culture. Of course, use them freely, but mindfully, as

circumstances specifically call for them.

Balance strengths and challenges:

Temper Directness with Patience

Temper Judgment with Compassion

Temper Focus with Creativity

Watch your (bossy, superior) language.


Personal Changes We Might Consider Making


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Turning Insights Into Action

The worksheets on the following pages are intended to put this report's insights to

work aligning the leaders and members of our team around our clearly expressed

brand and culture.

Make time to work carefully and mindfully. As you complete the worksheets, refer

any questions you might have to your Program Facilitator. Don't hesitate to ask for

help.


Building on the insights contained in this report, our team can foster a culture of continuous

improvement by:


• Worksheet 1:

Reaching consensus on our team’s Role Target among all our team's leaders, stakeholders, and key contributors.

• Worksheet 2:

Suggesting positive changes that our team's members might consider making in order to better align their day-to-day behavior with our team’s Role Target.

• Worksheet 3:

Itemizing the changes we intend to make in ourselves as members of our team, and sharing our commitments with our colleagues to help each other keep our commitments.

People don't resist change. They resistbeing changed.

Peter Senge, Author

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Experts


Role Target based on responses from Chris Sample for Chris Sample's Service Unit.


Our team's Role Target, as you perceive it, is shown below. Is this where our Role Target actually belongs?

Do you believe it should be placed somewhere else?

Plot the Role Targets from other team leaders' and stakeholders' Reports with your own on this worksheet.

Discuss the differences and work together to agree on the proper location of our team's Role Target.

Place our consensus Role Target where you and your colleagues agree it belongs.

Worksheet 1: Consensus on Our Role Target


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Caretakers

Experts Drivers

Creators

Focused and Determined Expert


Focused and Determined Caretaker

Creative and Expressive Caretaker

Exacting and Expert Creator

Focused and Determined Creator

Methodical and Cooperative Expert

Creative and Expressive Expert

Methodical and Cooperative Driver

Creative and Expressive Driver

Exacting and Expert Driver

Methodical and Cooperative Creator


Examples: ↕ ↕ ↑ ↓Adjustments suggested by

this report's Role Target

Changes to


Recipe Adjustments

Specify UP or DOWN, Leave Blank for No Change

Worksheet 2: Suggested Changes for Our Team

Check One:


Check One:

Check One:

Check One:

Consider Making

Chris Sample

"I wish our people would..."

What changes would you suggest our team members adopt in order to improve our team's performance? Use this form to record your suggested improvements. For each suggestion, specify which flavors will need to be increased or decreased in order to accomplish it.

Suggested for Specific Team

Role or Function: Auto Shop

Suggested for Everyone

Suggested for Specific Team Role or Function:




Suggested for Specific Team Role or Function: Managers


"I'll clean up my work area and put all the tools and equipment I used away before ending my shift.

"I'll double-check every proposal I send to make sure all the quoted prices and discounts are correct."

"Rather than rely just on e-mails, I'll have at least 3 personal phone calls with my clients every week."

"As a Supervisor, I'll be careful to manage my emotions before disciplining a subordinate, and I'll never do it in public."

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↕ ↕ ↑ ↓

Check One:

Worksheet 2: Suggested Changes for Our Team

7/19/16

Adjustments suggested by


Chris Sample

Check One:


Check One:

Consider Making

Changes to

Check One:

Recipe Adjustments


"I wish our people would..."

What changes would you suggest our team members adopt in order to improve our team's performance? Use this form to record your suggested improvements. For each suggestion, specify which flavors will need to be increased or decreased in order to accomplish it.









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Examples: ↕ ↕ ↑ ↓Adjustments suggested by


What I am going to try to change

Why I am making this change

Check One:

Check One:



to Make Specify UP or DOWN, Leave Blank for No Change


What changes do you intend to make to improve our team's performance?

Use this form to itemize your personal commitments to positive change. For each change, specify which flavors you will

be increasing or decreasing in order to accomplish it, and note whether it represents starting a new pattern of behavior,

continuing an existing pattern, or stopping a pattern or habit that doesn't work for our team.

Changes I Intend



Recipe Adjustments

Chris Sample


Worksheet 3: Changes I Can Make

Check One:

Adopt a new pattern of behavior that works for our team.Continue an existing pattern that works for our team.Stop a pattern that doesn't work for our team.



"Discipline carefully and in private."

"My temper can cause problems in my role as a supervisor. I need to develop the habit of 'counting to 10' before saying something I'll regret later."

"Become a better listener."

"I'll let people finish what they're saying before talking, and, in my own words, I'll repeat what I think they said to give them a chance to straighten me out."

"Watch my language in the office."

"I tend to assume that people know when I'm joking. This could be a big mistake in certain circumstances."

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↕ ↕ ↑ ↓

What changes do you intend to make to improve our team's performance?

Use this form to itemize your personal commitments to positive change. For each change, specify which flavors you will

be increasing or decreasing in order to accomplish it, and note whether it represents starting a new pattern of behavior,

continuing an existing pattern, or stopping a pattern or habit that doesn't work for our team.

Worksheet 3: Changes I Can Make

Changes I Intend Recipe Adjustments



Adjustments suggested by


Chris Sample Chris Sample's Service Unit Exacting and Expert Caretaker



Why I am making this change Check One:






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Real, Measurable, Positive Transformation

Chris Sample Exacting and Expert Caretaker

Using the insights provided in this report, an aligned culture of continuous improvement can be created and sustained

in three accelerated steps, with follow-up discussions as needed.


If we could change ourselves, the

tendencies in the world would also change. As people change their own nature, so does the attitude of the world change towards

them.

M Gandhi

2 Hours• Set Improvement Target

• Gather Example Action Plans

• 1-5+ Participants

4 Hours• Teach the Model

• Explain the Goals

• Present the Target

• Draft Action Plans

• 2-20 Participants

4 Hours• Review Targets

• Record, Collect and Analyze Final Action Plans

• 2-10 Participants

1

Meeting With Leaders andStakeholders

2

Meeting withAll

ParticipantsFollow-Up

Group Meetings

3

Meeting With All

Participants

Follow-Up Coaching

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Based on your responses to the BCAT Survey, Worksheet 1 presents our Role Target in a standard map format.

"If Chris Sample's Service Unit were a person…"

1. Aligning Our Leaders with Our Brand and Culture


Confirming Leadership Alignment1) The members of your leadership team can repeat the BCAT Survey, or...

2) Your Program Facilitator can produce a BCAT Directed Results report reflecting the consensus

Role Target that we agree best describes our brand and culture.

Use Worksheet 1 to plot your mapped

Role Target results with those of other

leaders and stakeholders on our team.

Meet to discuss the gaps among your individual

Role Targets. Take time to reach consensus on

the correct Role Target for our group's brand and

culture.

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"Who am I? Who are you?"

2. Aligning Our Members with Our Brand and Culture

Chris Sample

As represented by each of the arrows on this example

Worksheet 1, each member of our team has a natural style

of behavior (the base of each arrow) and a work-adjusted

"comfort zone" style (the point).

Your Program Facilitator can propose group exercises to

create team diagrams like this. The results of Individual

assessments, like DISC and MBTI, can enhance the

impact of this exercise.


Our consensus Role Target offers a rallying point

around which the members of our team can

create individual plans for self-improvement - in

alignment with our culture and brand.


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"What changes can I make to better align myself with my team's

brand and culture?"

Chris Sample

3. Inspiring and Sustaining Continuous Improvement


Each of our team's leaders and members

can use Worksheet 3 to record their

Alignment Plans: their personal

commitments to improve.

Over time, as we keep to our plans, we'll

move out of our comfort zones and work

more in alignment with our team's culture

and brand.

Worksheet 2 provides us with a list of

suggested changes the members of our

team can consider making in order to

improve their performance on our team.

Worksheet 1 provides each of us with

insights into who we are, how we can

better communicate and cooperate with

each other, and how we can improve in

the workplace.



Changes I Intend Recipe Adjustments


Check One:









"Discipline carefully and in private."

"My temper can cause problems in my role as a supervisor. I need to develop the habit of 'counting to 10' before saying something I'll regret later."

"Become a better listener."

"I'll let people finish what they're saying before talking, and, in my own words, I'll repeat what I think they said to give them a chance to straighten me out."

"Watch my language in the office."

"I tend to assume that people know when I'm joking. This could be a big mistake in certain circumstances."

Confidential

Confidential

Confidential

Check One:

Check One:

Check One:

Consider Making

Changes to Recipe Adjustments


Check One:

Suggested for Specific Team

Role or Function: Auto Shop






Suggested for Specific Team Role or Function: Managers


"I'll clean up my work area and put all the tools and equipment I used away before ending my shift.

"I'll double-check every proposal I send to make sure all the quoted prices and discounts are correct."

"Rather than rely just on e-mails, I'll have at least 3 personal phone calls with my clients every week."

"As a Supervisor, I'll be careful to manage my emotions before disciplining a subordinate, and I'll never do it in public."

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brand and culture alignment toolkit full survey report · 2016. 9. 28. · full survey report....

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