What We Do

We provide a skillful approach to consulting services with our commitment to creating an environment our clients value. Our unique approach emphasizes organizational and individual strengths, shared principles, and alliances. We put our client needs first in building sustainable relationships, 360-degree communication, turnover reduction, and improved performance.

Culture Development

We are passionate about cultural awareness and work closely to build an engaging self-sustaining model driven by intentional mindfulness.

  • We promote culture as a priority.
  • We stimulate shared principles of trust and transparency.
  • We work closely to inspire strength and build robust habits.
  • We cultivate resilient work alliances, integrity, and teamwork.
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CultureWise™ Licensed Consultant

Operational Alignment

We thrive on helping you and your leaders achieve identifiable and practical alignment.

  • We encourage strategic strength driven placement
  • We analyze work area performance
  • We cultivate manager development
  • We advocate engagement

Diversity & Inclusion

We strive to aid in building strong organizations representative of the people and communities we serve.

  • We encourage voice empowerment
  • We fortify gender consciousness
  • We subscribe to communication, communication, communication
  • We facilitate development of equality and representation

Empower. Inspire.
Succeed.

Empower. Inspire.
Succeed.

Can You Fix A Toxic Culture Without Firing People?

  1. When is calling a culture “toxic” appropriate? How bad do things need to be to earn that label?
  2. Gallup’s 2017 State of the Global Workplace report found that 67% of employees are “not engaged” and 18% are “actively disengaged” at work.
  3. Downsizing a workforce by 1% leads to a 31% increase in voluntary turn over the next year.
  4. Studies show that when employees feel valued by their companies, they are more committed and satisfied in their jobs and show fewer signs of stress and burnout.

We have reached a cultural tipping point in the workplace, driven by public attitude shifts on employment policies, blurred lines between work and home life, and generational differences in the expectations of work itself. It is no longer “enough” for employers to satisfy customers or appease shareholders; they must also become and remain good corporate citizens. Nowhere is it more important for employers to be good citizens than in the workplace itself, and there is no greater lever than the relationship between “People Managers” and their employees.

Johnny C. Taylor, Jr.

President and CEO, SHRM