Dr. David S. Cohen

It is a well-documented fact that when employees align with the company’s values, a new strategic advantage is realized. To gain the strategic advantage through your people means executive leaders must lead by example and celebrate the values while holding those who don’t live the values accountable.
The workplace as we know it is in the process of radical change. People have more work options than ever before. Individuals are finding, post-pandemic, that their priorities have changed. They wish to work in a place that goes beyond just getting a paycheck. Employees need two critical elements to be happy and engaged: alignment with the company values and the ability to work in a place that gives meaning to their lives.
Discover
- Your authentic culture
- Why culture change fails over 85% of the time
- Discover how to learn your 'corporate legends."
- How to identify our corporate artifacts to know your authentic culture

Leadership & employees must have a mutual understanding of the company’s values & the behaviours that define the values must reflect the company’s authentic behaviours. If not, the employees will not know what is expected. The key to psychological safety is predictability. Employees know it is a great workplace when they own and live the values.

The combination of values alignment and working towards a purpose answer the why. The result is well documented that companies meeting these significant criteria result in higher retention and outstanding financial results.

How do you build a shared understanding of their values?
How can you build a shared understanding of the values (it is not posters, Post It notes)?
What is the impact of stating your values but not living them?

You will be prepared to explain the connection between employees aligned with the values and successful execution.

Are you and your leaders concerned about the skills shortage? Do you stay up at night concerned about the lack of people ready to move into leadership roles? Have you wondered if you could improve your company's capability to attract, retain, and develop top talent? In short, how-to future-proof your company.
Being a Talent Champion is a proactive way of ensuring you nurture, grow and retain top talent. A talent champion ensures they have the right people ready for the right jobs on time. Being a Talent Champion builds trust and respect. Being a Talent Champion enhances your people to have the type of employee experience you wish them to have and, in turn, employee engagement. The talent champion reduces the need for recruitment.
By the end of the session, participants will better understand how to cultivate their organization's most valuable asset through their leaders and managers as Talent Champions.

Many years ago, Ken Blanchard suggested “catching people doing something right.” The idea is admirable. Managers don’t struggle with finding the good. Catching a person doing something right is a powerful motivator.

The issue is the destructive nature of feedback. Feedback is catching someone doing something wrong. No one likes the news. The employee tunes out. After all, the feedback is based on past events. The situation is history.

What is needed is feedforward. When you learn from the past and don’t mention it as a failure, you open people to listen and understand. Feedforward is a teaching moment. IN offering feedforward, you are suggesting ways to be successful. So you can be caught doing something right.

This is a powerful means of transitioning performance conversations to be positive because they are future-focused.