Dynamic, Experiential, Transformative

Our culture dictates our goals which dictate our actions.

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Culture is currently being created. We cannot stop it. We can only guide it.

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The question, then, becomes “is our desired culture being embodied every level of our organization?” Culture creation at every level can be embraced. We help connect the vision of your organization to the actions, and teach strategies to cultivate positive reinforcement in all
positions.

Diversity does not equal minority. It is much broader.

Inclusion is not a policy, it is a value.

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Diversity and inclusion are hot topics. But they should not be fads. They should be outcomes from principles that we truly believe. Instead of approaching these topics from the basis of fear, we radically approach these topics from the basis of opportunity.

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In our radically changing world, a radical approach to culture clashes is necessary. This approach will set transformative organizations on a another plane of positive change, and set
them apart from fear-based competitors.

All organizations are dependent upon individual employees actively producing meaningful work. In this session, we focus on personal leadership. The idea that I am personally
responsible for my actions, and finding the motivation to improve. More specifically, we change the idea from “finding” motivation to “hacking” motivation.

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Motivation is often thought of as an outside force over which I have no control. The more powerful notion is the intrinsic force that propels me to my best self. Taking control of that
force is hacking motivation.

• 39% of workers would work harder if they are happy in their current role or place of work
  (One4all)

• Almost 25% of millennials have worked for 5 different employers (O.C. Tanner)

• Only 15% of employees worldwide are engaged in their jobs (Gallup)

 

With statistics like this, retention is at a premium. However, retaining key personnel is more possible than we may presume. Major indicators of job satisfaction are within our control. We, as leaders, can increase employee engagement though practical, tangible steps.

Ubuntu is a complex word from the Nguni language with several definitions, all of them difficult to translate into English. At its broadest levels it is interpreted as human kindness and connectedness. A more literal scope suggests “a person is a person through other people.”

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At MEI, we use this universal ideology to expose teamwork in a new way. We learn that I am an individual, and that is important, meaningful. But I am also connected to all
others on the team. How then, do we maintain our individualism and personal strengths while combining with others in a functional team dynamic?

We use date, metrics, and important stastical information to measure success. We describe organizations as if they are an embodied being of some kind with the power of reason and
choice.

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Behind every number is a person. Within every organization is a group of people that make up that organization. When you remove the people from any of these circumstances, the entity ceases to exist. The baseline cannot be ignored. When managers, at all levels, understand this it changes the way we lead people.