Learn the Basics of Culture Management

March 31, 2022 Jamie Notter

My original title for this blog post on the great resignation was “The Great Resignation only Matters If You Suck.” My point, which is similar to one made by this Atlantic article, is that it’s not about the resignations and hating work, it’s about employees wanting to go to something better. If you already are better, then you won’t see many resignations.

And that is precisely why culture should be number one on your to-do list. If you want to be the place people want to move TO, then you need to up your culture game. People who are looking for something more, are probably going to ignore organizations that ignore their culture or do the bare minimum, like having generic core values.

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And this isn’t just the CEO’s job. Every leader in the organization should be actively designing and managing the culture, at least within their domain of influence. That is why we created this series of online courses on the core concepts of culture design and management. It gives you the foundation you need to up your culture game. The four courses include:

  • Concrete definitions of culture, culture patterns, employee engagement, and culture management
  • Strategies for assessing your culture, both qualitatively and quantitatively
  • A framework for managing culture change that you can apply right away.

We have more than 10 years of research and practice that has been specifically focused on culture and culture design. Very few consultants can say that. And we’ve put the foundational concepts into these courses—for only $59!

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Register today.

Jamie Notter

Jamie is an author and growth strategist at PROPEL, where he helps leaders integrate culture, strategy, and execution to achieve breakthrough performance and impact. He brings twenty-five years of experience to his work designing culture-driven businesses, and has specialized along the way in areas like conflict resolution and generations. Jamie is also the co-author of three books—Humanize, When Millennials Take Over, and The Non-Obvious Guide to Employee Engagement—and holds a Master’s in conflict resolution from George Mason and a certificate in Organization Development from Georgetown, where he serves as adjunct faculty.
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