ABOUT CULTURELogic

The Fearless: A Guide to Living retreat is brought to you by CULTURELOGIC.

CULTURELOGIC is a consortium of organizational development, leadership development & culture change professionals who have been working closely together with Fortune 500 companies for over 20 years. Our expertise is in helping leaders, teams, and organizations unlock potential, turn up the dial on sustainable growth, build cultures with a high degree of psychological safety--and be more creative and have more fun doing it.

  • As individuals, we bring years of expertise in leadership development, leadership coaching and team optimization and a shared vision of growing companies by growing the people within companies. 

  • As a team, we bring a well-honed approach to project design, management and execution. We have designed and managed logistically complex programs all over the world, in multiple cultures and in multiple languages.

OUR PHILOSOPHY.

We believe that there are three critical components to creating a truly exceptional company: great leadership; an optimal culture where psychological safety abounds, and a fully committed workforce--and great leadership is where it starts. This may seem like a blinding flash of the obvious, but many organizations miss this crucial point: the goal is sustainable growth--but without extraordinary leadership, the greatest strategies, the most courageous change efforts, even the most brilliant marketing campaigns, are destined to fail. Leaders exist in an organization to inspire, focus and grow the people and the teams, who in turn execute the strategies and do the “work” of the organization. 

Rooted in the work of Larry Wilson (Play to Win: Choosing Growth over Fear in Work and in Life), and informed by the thinking of the likes of Daniel Goleman, Amy Edmondson, Bob Anderson and Brene Brown, our years of work in this field have proven again and again that our motto, “If you want to grow the company, grow the people,” works like nothing else.

OUR METHODOLOGY.

Years ago, Tim Galloway recognized the power of mastering the “inner game,” and introduced us to the concept that performance is potential, minus interference. At the core of all of our work is building emotional intelligence and helping individuals and teams identify internal and external “interference,” and get busy removing it so that they can flourish. While no two of our engagements ever look exactly the same, there are three core pillars to our methodology that our years of experience have shown to be proven success factors. By incorporating all three into our approach, we help close the “knowing-doing gap,” that frustrating place where individuals “know” what to do, but they just don’t do it. Or, they do it for a while but eventually fall back to their old ways.

  1. HIGHLY INTERACTIVE Learning Environment: Experientially-based, cooperative learning. We believe passionately that the insights that stick, and are most apt to be turned into real changes, are those that participants come to themselves, and that people learn best by doing. Our learning environment is, therefore, highly interactive and experiential, giving individuals a chance to catch themselves in the act of being themselves and to become practiced at quickly learning from those experiences.  Our breadth of experience with a wide array of organizations and their leadership teams uniquely prepares us to assist participants in drawing deeper conclusions together from their experiences with us, and to develop the skills and mindsets that will best prepare them to thrive. 

    Our classroom methodology is based on leading-edge interactive group-work that has been developed through our 20+ years of consultancy with executives, leaders and teams of Fortune 500 companies. Our focus is in creating deeply engaging, thought-provoking group processes that involve every individual in thinking, conversation and solution creation regarding themselves, their teams, and their organization.

  2. Personal Development: Emotional Intelligence. Building the “EQ muscle” is at the core of much of our consultancy. Many of the skills that companies spend a lot of time and money on (communications skills, conflict resolution, managerial courage, change and stress tolerance, versatility and customer focus, for example) are at their core, expressions of core EQ skills. In order for deep development (versus solely training) to take place, individuals need not just the tools, but the time and the space to deeply consider their own leadership style through an emotional intelligence lens. In essence, we believe that leadership development is a very personal journey of mastering core EQ skills.

    In the fields I have studied, emotional intelligence is much more powerful than IQ in determining who emerges as a leader.  IQ is a threshold competence. You need it, but it doesn’t make you a star. Emotional intelligence can.  -Warren Bennis

  3. Peer to Peer Support: Building a Lateral Cohort. “I have to do it myself, but I do not have to do it alone.” In the course of our trainings, we very intentionally create an environment where participants are learning from one another as well as regularly providing feedback and coaching to one another. In addition to using collaborative learning techniques, we also formalize peer to peer “continuous improvement” relationships over the course of our engagements. Overtly creating this sense of being in it together, of giving and receiving deeply authentic support to one another throughout the entire process is one of our strongest core competencies. The end result is a strong  cohort of leaders, who know and trust one another, and who all share the same Vision of optimal leadership. The benefits to the organization are multiple:

      • Encourage learnings to be continuously applied “back at work”

      • Increased, shared accountability for continuous development

      • Propagate basic coaching skills across the organization

      • Decrease leadership isolation and burnout

      • Develop close networking and collaboration within and across functions

PAST CLIENTS 

  • Harvard Business School Executive Education Program

  • Kaiser-Permanente

  • PepsiCo

  • PepsiAmericas

  • Merrill Lynch

  • Playtex

  • General Foods

  • General Mills

  • Citibank

  • Kraft Foods

  • Simmons Mattress Company (our work was featured in a series of HBR articles)

  • Campbell’s CEO Institute