Meet Jerry Haney - Noted Business Keynote Speaker and Organizational Culture Change Leadership Trainer with over 30 years of experience
Jerry Haney, author of the acclaimed leadership book Making Culture Pay Solving the Puzzle of Organizational Effectiveness, and leadership keynote speaker invites you and your enterprise to engage with him to ensure that your organization lives up to its full potential.
Let the associates at Visionomics show you their unique model for understanding and dramatically improving workplace cultural performance at every level of your enterprise. The Visionomics model can also enable you to bring every part of your enterprise into alignment with the purpose, vision and strategic intent you have for it.
Our role as cultural leaders is to build an organization that encourages associates to become more focused, involved and committed to outstanding individual and collective performance. That responsibility envisions leading as many associates as possible into an inner circle of involvement for the purpose of creating a feeling of being part of an elite organization .
Typically, a leader has three main categories of associates in his or her organization, differentiated by their relationship to this inner circle. The closer they are to the inner circle, the more committed, effective and happy they are. The three categories include:
Desirable associates: These seemingly self-motivated employees are always there for you, consistently performing at high levels. They are the model of what you want every employee to be like. Acceptable associates: These employees are less than ideal but perform at an acceptable level that enables you to consider them as ongoing participants in the organization.
Unacceptable associates: These employees never perform up to their own potential or to the organization’s standards. They seem more like liabilities than assets. Our role as cultural leaders is to create an organizational culture that encourages every associate to move into the center circle of high involvement by developing a workplace culture that gives every associate a sense of belonging and being an integral part of the organization’s success. Unfortunately, there may be a few associates who can’t or won’t make the move into the acceptable or desirable category. There comes a time therefore when the leader must deal with these employees, even if it means moving them out of the organization. When associates feel they are part of an inner circle, they become more confident of their leaders and more excited about their own potential and the potential of the organization. Its purpose, vision, goals and objectives become their own, and they commit themselves to helping move the organization to a better place. The cultural renewal process helps leaders identify associates who will move toward the inner circle, and those who will not.
Obviously, the more associates who move to the inner circle, the easier it becomes to move the enterprise forward.
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Great organizational cultures don’t just happen. They are created by leaders who understand the critical elements of high performance organizations. These leaders constantly monitor these critical elements within their organization to ensure that they are steadily applying leadership direction to constantly move their workplace cultures toward their true performance potential by building organizations that consistently:
Produce outstanding bottom-line results
Attract, motivate and retain top talent
Readily adapt to changing conditions
Making Culture Pay
An essential tool in maximizing the potential of your organization, Jerry's book "Making Culture Pay: Solving The Puzzle Of Organizational Effectiveness" will provide you with a new understanding of culture... and reveal a proven process for cultural renewal!