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Organizational Culture Change


Health Care Provider, 200+ Employees


The Leadership Team grew increasingly risk averse due to concerns about complying with "quality of care" government mandates. As result, creativity and innovation were stifled in all phases of the business.

Two-Phase Solution:


Administered Competing Values Framework to assess gaps between current and desired cultural attributes. Collectively and individually coached the Executive Leadership Team using the Immunity to Change™ model.


Used Process Mapping to design and implement an employee engagement strategy. Coached HR Manager to better utilize employee task teams over the long- term, to generate innovative solutions from the team and to increase employee engagement and accountability.


After accepting accountability for defaulting to a risk-adverse posture, the entire Leadership Team adopted a new, “client- centered” stance. Rather than working from the outside in to meet government quality mandates, the team reversed strategy and began working from the inside out. They incorporated higher internal standards. These standards, in turn, encouraged innovative practices and resulted in employee engagement. By default, because (a) employees owned their work and (b) leadership had removed barriers to innovation, the work product increased to meet “quality care” requirements.

Client Testimonial

Barbara has solid experience as a coach and professional development facilitator. Individuals she coaches speak very highly of her ability to combine coaching skills, presence and a genuine caring for their development. As a sub-contractor for one of my global clients, Barbara has worked with leaders from many countries around the world and she is able to connect at a personal level across these diverse cultures.

Bernhard Hilmarsen, Principal: TonMar Management Consulting
Oslo, Norway
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