Culture Pulse Cycle

Who it's for

HR leads, chiefs of staff and organisation development partners running it for the leadership team of an organisation or division of thirty to five hundred people, with respondents from across it.

Output

• Three syntheses of the organisation in its people's own words: values in practice against values as stated, what energises and drains people and who is thinking of leaving, and how far the strategy is clear and leadership is trusted
• One synthesis of the leadership team itself, and a ninety-day plan written in the room: three priorities with a stop list, a name and a date against every milestone, and the risks with their mitigations
• For the facilitator, every synthesis as it lands, a readout to everyone who answered, and a trajectory on every pulse run again at six months
• Scored against published frameworks: Schein's model of organisational culture, Edmondson's psychological safety, self-determination theory, Kouzes and Posner's five practices of exemplary leadership, team-effectiveness conditions, Tuckman's stages of group development, SWOT, the TOWS matrix, RICE scoring, the ninety-day sprint, the critical path method, OKRs and SMART goals

Program contents

1. Lived culture — Culture Pulse
2. Energy and retention — Engagement Pulse
3. Organisational health — Organisation Pulse
4. Leadership team dynamics — Team Dynamics
5. Ninety-day priorities — Strategic Priorities
6. Owned execution — Execution Plan

How the program works

A six-week facilitator-led program for HR leads, chiefs of staff and organisation development partners running it for a leadership team, built on Renatus. Three multi-respondent pulses, one multi-respondent team assessment and two document rooms · Six weeks, one room and one live session a week · Unlimited attempts · Run again at six months and ongoing.

The rooms

Why this program exists

A leadership team hears about its culture once a year, as an average, and the people who answered never learn what was done with it. This program prepares the team through three multi-respondent pulses across the organisation, one on the leadership team itself, and two live planning rooms, in six weeks. Ren puts the questions to every respondent on their own and anonymously, follows up until there is an example behind the answer, and synthesises every voice into one report that attributes nothing to a person.

What you'll achieve

1. Three syntheses of the organisation in its people's own words: values as lived against values as stated, what energises and drains people, and whether the strategy is clear and leadership trusted
2. One synthesis of the leadership team itself: trust, disagreement, accountability, decisions, and what no one says
3. A ninety-day plan in the team's own words: three priorities with a stop list, a name and a date against every milestone, and the risks with their mitigations
4. Unlimited attempts on every room, each scored on the same dimensions and charted against every attempt before it

At a glance

Who it's for

An HR lead, chief of staff or organisation development partner running it for the leadership team of an organisation or a division of roughly thirty to five hundred people, with respondents from across it. The three pulses take respondents at every level and function; Team Dynamics, Strategic Priorities and Execution Plan are the leadership team's own. It assumes the leadership team has agreed to hear what comes back and to act on some of it; agree that before week one.

Cadence

6 weeks

1

Lived culture · Culture Pulse · Check participation; read Psychological Safety and Values in Practice

2

Energy and retention · Engagement Pulse · Read Retention Intent and What You'd Never Change; mark the levers

3

Organisational health · Organisation Pulse · Read Trust in Leadership and Strategy Clarity; lay the three syntheses side by side

4

Leadership team dynamics · Team Dynamics · Read What No One Says and Accountability; draft the behaviour to change

5

Ninety-day priorities · Strategic Priorities · Bring the threads, the levers and the Accountability finding; drive the room

6

Owned execution · Execution Plan · Bring the three priorities and the stop list; drive the room; prepare the readout

Session by session