As change is implemented:

  • Incidents of people doing things they shouldn’t be doing start to decrease
  • While people doing the things they should be doing starts to increase
  • The quality of communication between leaders and those they supervise starts to improve
  • Mission, Values and Performance Expectations start to get center stage
  • Respect and dignity become required behaviors
  • An environment where relationships are important is nurtured
  • Clear expectations are given with a central focus of improving less than standard performance
  • Leadership develops into a support role without giving up any power
  • Problem solving improves
  • Productivity improves
  • Inappropriate and toxic behaviors in the workplace start to drop

Over time, you'll see:

  • Group creates outcomes that are consistent with mission objectives
  • Group members accept more responsibilities
  • Group members volunteer for the jobs that no one else wants to do
  • Inappropriate, toxic behaviors are trounced once and for all
  • Ability to deal with adversity and still get the job done increases
  • The ability to keep interpersonal relationship problems separate from work performance increases
  • Group members start collaborating at very high levels as the quantity and quality of communication climbs
  • The quantity of respectful behavior observed climbs
  • Performance feedback sessions become more effective
  • Submissions of ideas for improvement start to rise, particularly related to productivity
  • Problem solving becomes more effective
  • Group members become very good at what they do; they know it and will now need highly collaborative leaders
  • Leaders grow to very high levels of effectiveness as they now have a highly effective work group and they themselves are tested to improve as they emulate all of the behaviors they expect from others

Final group transformation:

  • Group members make independent decisions that reflect the mission, lowering the need for direct supervision
  • Group members now have confidence to make decisions on their own, and know when to include their supervisor
  • The group develops improvement ideas using a continuous improvement strategy
  • Trusting relationships are built
  • Group members ask for additional assignments
  • People learn to agree to disagree about non-mission-related subjects
  • They learn to check their ego at the door
  • They make effective decisions at the right time
  • Group members think, organize, and plan prior to acting
  • Group members avoid cognitive biases and fallacious reasoning
  • They allow new facts to change their minds
  • Members are taught to use the Improvement Investigation Matrix to determine if an idea for improvement is viable