Partners in Leadership
In 2014, Daymon Worldwide set three key goals: revenue growth, profit growth and the adoption of a culture of accountability. The cultural change would have to be especially massive, as 5,000 full-time employees from across the world would participate in the cultural transformation process.
It partnered with Partners in Leadership, or PIL, an accountability training and culture change services company, to help it stay competitive in a dramatically changing retail landscape. PIL’s culture change training is based on the Results Pyramid model, in which experiences create beliefs, beliefs drive actions, and actions deliver results. The company worked with Daymon leadership to create a new set of cultural beliefs in a cultural change initiative called Tango.
Daymon used PILtools, a social learning and collaboration platform, to facilitate Tango. With PILtools, participants completed activities in a self-paced, online environment and got certified on new core values and key concepts. Participants also took advantage of the collaborative functionality in PILtools to give each other constructive feedback and share their experiences with the new cultural beliefs in a forum. Company leaders also could share these stories to help propel the culture transformation.
Tango produced the three key results: increased profits, increased revenues and certification enterprisewide for Daymon. Because of the PIL partnership, in the first five months alone, Daymon exceeded its goals, indicating strong adoption of the culture of accountability.
People and Platforms
People and Platforms had a large pool of leaders who were not as engaged in online communication as was desired.
To increase social engagement, the company created the Center of Excellence, a social learning platform that allows leaders to become social learning evangelists, building a strong, interactive community with content and conversation.
The online interactive engagement program changed the way employees interacted across the company. Senior executives lead discussions on the site, and everyone can participate in community-based forums. Also, people can view an interactive calendar of events and attend as a presenter or a participant, an initiative meant to close the skills gap.
Leaders have begun using the social platform in place of email as primary means of communication, which is significant because leaders were not as engaged on email. After the initiative, online reach for People and Platform touched more than 4,000 leaders — 96 percent of the leadership population — annually compared with 300 before it began.
The Federal Highway Administration created an online training course using the innovative “flipped classroom” approach. Nationwide participants, using a GovLoop platform, watched learning videos, engaged in discussions and completed quizzes to measure retention, and the program adjusted the learning design to the participants’ needs.
Results were mostly positive. More than 80 percent of participants were engaged in the material and found the content valuable in helping them implement Corridor Management in their division.
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