WE WORK WITH CLIENTS TO UNDERTAKE THE AMBITIOUS – BUT VITAL – ENDEAVOUR OF CULTIVATING AN ORGANISATIONAL CULTURE THAT DRIVES SUSTAINED HIGH PERFORMANCE.
In many organisations, getting a light bulb changed is hard enough, so real cultural change may seem implausible. While we fervently believe that cultural change is possible, we are also realistic: sustained change can’t happen without the right leadership, preparation, behaviour, skills, tools, process and commitment to the long-term vision.
Using international research and cutting-edge tools, we align the concept of ‘culture’ with strategic and commercial realities. We help leaders understand why organisational and team culture matters and ensure they are equipped with the capability to leverage cultural drivers so that a high performance culture becomes a sustainable ‘norm’.
Through our use of the Denison Organisational Culture Survey and Denison Leadership Development Survey we help clients form an honest picture of their current organisational culture and the role of business leaders in shaping that culture. Based on the work of Dr Daniel Denison, a leading international researcher into the link between organisational culture and bottom-line performance, these tools ensure that organisations don’t focus only on what makes people feel good, but what makes them perform. Through the survey results and the analysis that follows, organisations are able to align culture and leadership, identify the specific areas of strength and weakness, and prioritise the key steps in the cultural change process. Having been used by thousands of organisations globally, these tools have a track record of supporting organisations to achieve tangible improvements in business performance.
Our processes unleash the hidden potential of individuals and groups. Fully realising that potential depends on the degree to which the energy, innovation, trust and experience across the team are effectively recognised, harnessed and aligned. We ensure team members gain the insights into themselves and their team that deliver real ‘back at work value’. Team members come away engaged, energised and focused on building stronger and more productive relationships, improving team dynamics and ultimately enabling the team to achieve breakthrough performance.
Lego Serious Play
At its heart the LEGO®SERIOUS PLAY®methodology is a process for the facilitation of dialogue and constructive communication.
Global leaders have used this methodology as an innovative way to increase the commitment, confidence and insight. It allows teams to explore their challenges, beliefs and assumptions in a fun but practical way and removes the common barriers to inclusion and engagement that often arise when tackling difficult issues.
COLLABORATIVE & INCLUSIVE
BUILD VISION & STRATEGY
UNLEASH INNOVATION & CREATIVITY
SHARE DIVERSE PERSPECTIVES
TEST STATUS QUO
IMAGINE, DESIGN & DISCOVER
The Helping Hands program is a re-examination of what work is and why we do it. Using 30 pieces of plastic and metal, participants construct real prosthetic hands for donation to amputee landmine victims throughout the developing world.
The program reconnects team members with the purpose of their work, unlocks the potential of collaboration and ensures team members walk away with powerful lessons to improve results, relationships and processes.
COLLABORATION & CONNECTION
EMPATHY & UNDERSTANDING
The Client Perspective
Working with Leed Consulting through an intensive change process within the University of South Australia was a true partnership, often not experienced with external consultants. Diarmid possesses both the intellectual rigour and hands on pragmatic application that makes his advice and strategy relevant and authentic. His understated style belies a mastermind of organisational development borne of experience and application. I unequivocally recommend him.
Ruth Blenkiron, Executive Director: Human Resources, University of South Australia (2008-2016)