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Use these templates when addressing and defining company culture, organizational culture, and team relationships.
If we could do one thing to improve our company culture, what would it be? Use this worksheet to explore pain points, uncover opportunities, consider action steps and test an experiment aimed to improve the way things are.
If we could do one thing to improve our company culture, what would it be? Use this worksheet to explore pain points, uncover opportunities, consider action steps and test an experiment aimed to improve the way things are.
If we could do one thing to improve our company culture, what would it be? Use this worksheet to explore pain points, uncover opportunities, consider action steps and test an experiment aimed to improve the way things are.
This fact-finding mission is to identify the formal process and informal rules for how work gets done in your organization.
This fact-finding mission is to identify the formal process and informal rules for how work gets done in your organization.
This fact-finding mission is to identify the formal process and informal rules for how work gets done in your organization.
Increase the degree to which a team can become more self-managing and autonomous. Promote moving towards a common understanding of the way participants share patterns of interactions.
Increase the degree to which a team can become more self-managing and autonomous. Promote moving towards a common understanding of the way participants share patterns of interactions.
Increase the degree to which a team can become more self-managing and autonomous. Promote moving towards a common understanding of the way participants share patterns of interactions.
Use this template to take an intentional look at your meeting systems and how you can redesign them.
Use this template to take an intentional look at your meeting systems and how you can redesign them.
Use this template to take an intentional look at your meeting systems and how you can redesign them.
This template helps your team consider both the risk and the rewards of choosing to make a change or choosing to keep the status quo.
Use this template when company culture is in need of making the most out of each person's unique strengths. This template is great for organizing the results of the CliftonStrengths assessment.
Use this template when company culture is in need of making the most out of each person's unique strengths. This template is great for organizing the results of the CliftonStrengths assessment.
Use this template when company culture is in need of making the most out of each person's unique strengths. This template is great for organizing the results of the CliftonStrengths assessment.
This template creates space for your team to express their feelings and naturally encourages empathy through sharing. Try it at the beginning, in the middle, or at the end of the meeting.
This template creates space for your team to express their feelings and naturally encourages empathy through sharing. Try it at the beginning, in the middle, or at the end of the meeting.
Use this template to align your team weekly, keep quarterly goals in mind, and develop company-wide relationships.
Use this template to align your team weekly, keep quarterly goals in mind, and develop company-wide relationships.
Use this template to align your team weekly, keep quarterly goals in mind, and develop company-wide relationships.
It is important to be clear as to why we are having this meeting and what type of meeting it is. This template helps to rename our meetings and consider the value they bring.
It is important to be clear as to why we are having this meeting and what type of meeting it is. This template helps to rename our meetings and consider the value they bring.
Use this template to explore meetings with your team, this will allow you to rename meetings and consider the value they bring.
After going remote during COVID-19, many organizations continue to offer remote or hybrid options to workers in higher numbers than ever before. This survey is a snapshot of that work, offering snapshots of the lived experiences of both hybrid and remote workers. Of the 210 individuals we surveyed, most or all identifying as leaders in remote or hybrid workplaces and teams, we share herein the stories from the data that will help readers understand the current trends in remote and hybrid work and, even more importantly, what the future holds for hybrid and remote workers.
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