September 6, 2022

Let’s Create the North Star for Your Team to Follow for Years to Come

Leaders take their people on a journey. 

They have a vision. And part of that vision must focus on the culture of their organization. 

The good news? Establishing or improving the values and key markers of your culture isn't complicated. 

You just have to define them. Once defined, you can reward, celebrate, ritualize, amplify, and return to them continually.

  • They need to be true to who you are and who you can be when the pressure is on.
  • They need to be action-oriented.
  • They need to be clear.
  • They need to be simple.

We have a process to help you put in place, in one engagement, what will be the North Star for your team for years to come.

We call it the Culture Sculptor Workshop
All you have to do is be there. We draw out all the good stuff. 

Why am I sending you this email? Most of you know we do this work, right?

Here's why...

A trip to Arizona.

A couple of months ago, while in Arizona taking a team through Figure That Shift Out, I met up with our Chief Strategy Officer on the SightShift team, Bret Burchard.

I've been helping organizations build their cultures for years.

Bret does this for athletic teams also. 

We combined the best of both of our processes to restructure and massively improve the experience. 

Read on to hear a story Bret shared with us about a pivotal experience he had in 2020…

March 11, 2020. I was the head coach of the Northern Arizona Suns. We were the minor league affiliate of the Phoenix Suns (NBA). We had 8 games left in the season and needed one more win not to finish with the fewest wins in a season in G League history. 
That night, we were playing the Salt Lake City Stars, the best team in the league at the time. Our chances of winning were slim. 
But moments before tipoff, Salt Lake City's two best players ran off the court, untucking their jerseys, yelling, “They won’t let us play!” 
Last-minute roster changes in the G League aren’t uncommon, but this was extreme being so close to tipoff. Regardless, I turned to my assistants to reorganize our matchups and adjust our game plan. Maybe we had a chance after all. 
What I didn’t realize at the time was they weren’t going to let any of us play.
You see, the Stars were the affiliate of the Utah Jazz, and about an hour before our game started it was announced that Rudy Gobert had tested positive for COVID. Those two players who ran off the court were on assignment from Utah and had just been with the Jazz earlier that week. 
As soon as word got out about Rudy, the medical staff sent those two players into quarantine. And once word made it to the officials of our game, they sent everyone to the locker room. 
You know the story from here. It was the day the NBA shut down for the season and the catalyst for the entire country to go into lockdown.
Two months later, the Suns announced they were selling their G League team. They were officially out of the minor league business. 
After 10 years, my employment with the Suns had come to an end.
Sitting at home, I couldn’t help but reflect on my last two seasons as head coach. I wanted to figure out what went wrong, what went right, and how to put in place an entire vision for a program that could help players win while performing at their best.
So, I laid down everything I believed about basketball and coaching and culture and winning. Like a kid dumping out his entire box of action figures, I spread them all out on the floor and started sifting through them. 
What was most important? What made the real difference? What actually mattered vs. what just sounded good? 
I picked up each idea, interrogated them, and set them back down. Then I picked up two different items and dissected them. I set them down and combined them with two other things and then added a third. And I started working through this process, being brutally honest with myself, treating nothing as sacred, until I whittled it down to a foundation of core values I could build everything else on and a way to communicate it clearly, succinctly, and vividly so that it would have the biggest impact. 
Teams that have worked with me (Bret) have built winning seasons including 3 championships.

The process that Bret went through is the process we take your team through.  
There are a lot of elements to your culture that matter and make a difference. But do you know what is most important to you and your success?

Can you articulate it clearly, succinctly, and vividly?

Can your team members?

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