“have conversations with their teams specifically. We went and created personas for each of those core values so people could relate to them a little bit more easily. We also are big fans of using the DiSC tool, and we cr...”
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“So, I know everybody has their favorite, and they're all a bit similar with a different take on it, but I use something I call the CAR framework that's easy for me to remember. So, for me, that means the C stands for cla...”
“everything that you do. Your values become not just words that are living on the wall, they're co-created together. You resolve disagreements that way. You make deals based on your values. You again then treat your emplo...”
“building the culture around this. I would also say if you're going to do a workshop or engage people, don't just put things on the wall. Give— we have experiences and I don't want to ruin them. We talk about what is it c...”
“make sure that this looks appealing? What should our cadence be of communication? What TDLR, right? That was introduced by an internal marketing team at a big tech firm, right? And we started using that and it's been ver...”
“was terrifying to hear, right, as an HR leader, that a program that we owned was causing us to be detrimental to the product that we were producing. So, we knew that we had to change. And so, the first thing that we did...”
“throughout the organization as well as employees to pressure test what I wanted to do. So I think it's really important when you're launching a new program, going back to what I started with, root it in the why. Why are...”
“at the table. Drive faster product delivery because you fix the product comp model. Create more room for clinical judgment by introducing just-in-time guidance directly into the clinical workflow. Find people and process...”
“that where we had brought random groups of people together. And we found that when we're talking culture, when we're talking organizational values, we really needed to go within tech teams that trusted one another. That...”
“That you need to do, like designing employee experiences with the company. And so at that time, none of these teams were really sitting together. There wasn't enough space for everyone. They were behind locked doors. And...”
“then we would make adjustments to the design. And if we couldn't, we would capture why, why can't we do this? Transparency was key, and we wanted to build trust that we were listening and that those regional validation p...”
“to share with our community? Advise anyone who works in learning and organizational development to start any initiative with a solid listening strategy. Too often learning efforts really begin with content, or they begin...”