Welcome To The
Denison Consulting
Certification Workshop
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Your Facilitators
Dan Denison
Chairman & Founder, Denison Consulting
ddenison@denisonculture.com
Bryan Adkins
CEO, Denison Consulting
badkins@denisonculture.com
Dave Croci
Director of Client Management, Denison Consulting
dcroci@denisonculture.com
Nabil Sousou
VP Global Sales, Denison Consulting
nsousou@denisonculture.com
Lindsey Kotrba
President, Denison Consulting
lkotrba@denisonculture.com
All content and images Copyright © 2012 Denison Consulting, LLC. All Rights Reserved.
Workshop Agenda
Wednesday, March 12
Thursday, March 13
NETWORKING BREAKFAST
NETWORKING BREAKFAST
Welcome and Introductions
Highlights and re-cap of Day 1
Building High Performance Cultures
o
What Is Culture?
o
Understanding Habits & Routines
o
The Denison Model
o
Managing Dynamic Tensions
o
How Culture Links to Business Performance
Developing Leaders
o
Linking Culture & Leadership
o
The Denison Leadership Development 360
o
Leadership Case Studies
LUNCH
LUNCH
Application
o
o
o
Setting the Stage for Culture
Solutions Scenarios
Business Case Studies
GROUP DINNER AT THE EARLE RESTAURANT
o Leadership Case Studies, continued
Additional Denison Products, Services & Support
o Key Phases of Data Collection & Analysis
o Additional Tools
o Denison Product Pricing
o Support Services
o Your pilot project
SESSION ENDS
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Building High
Performance Business Cultures
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Mindset is the Foundation
Norms, Behaviors
and Artifacts.
Visible, tangible.
Personal Values
and Attitudes.
Less visible, but
can be talked about.
Cultural Values
and Assumptions.
Usually not visible at all,
often held
subconsciously, rarely
(if ever) questioned in
everyday life.
Image by R.A. Clevenger
Culture Reflects the Lessons Learned Over Time
Visible Symbols
Lessons
Image by R.A. Clevenger
Culture
Survival
Underlying Principles
http://www.youtube.com/watch?v=6_WAmt3cMdk
Rituals, Habits, & Routines
We must make automatic and
habitual ... as many useful
actions as we can.
The more of the details of our
daily life we can hand over to the
effortless custody of automation,
the more our higher powers of
mind will be set free for their
proper work.
William James
Hold Your Horses!
Morrison’s essay opens with a story of a young time &
motion expert trying to find a way to speed up artillery
crews during WWI, just after the fall of France. He watched
one of the five- man gun crews practicing in the field with
their guns mounted on trailers, towed behind their trucks.
Puzzled by certain aspects of their procedures, he took
some slow-motion pictures of the soldiers performing the
loading, aiming, and firing routines.
When he ran these pictures over once or twice, he
noticed something that appeared odd to him. A moment
before the firing, two members of the gun crew ceased all
activity and came to attention for a three-second interval
extending throughout the discharge of the gun.
Since this seemed like quite a waste of time, and the
young time & motion expert really couldn’t make any
sense of it, he asked an old artillery colonel to look at the
films to see if he could explain this strange behavior.
The colonel, too, was puzzled. He asked to see the pictures
again. "Ah," he said when the performance was over, "I
have it. They are holding the horses.”
Elting Morrison, Gunfire at Sea
Paul O’Neill at Alcoa:
Identifying Keystone Habits




It got so bad they would bring dummies to
the parking lots, dress them like managers,
and burn them in effigy. “Alcoa was not a
happy family. It was like the Charles Manson
family, but with the addition of molten
metal.”
O’Neill picked safety as one thing that unions
and executives could agree on. Zero injuries.
Injuries must be reported to the CEO within 24
hours.
“We killed this man. It’s my failure of
leadership. I caused his death. And it is the
failure of all of you in the chain of
command.”
Once you see everything as a bunch of
habits, it’s like someone gave you a flashlight
and a crowbar and you can get to work.
Carmen Bianco at MTA:
FastTrack!
 The New York City Subway System carries an average
of 5.4 million passengers each day, 1.6 billion
travelers each year! They journey 341 million miles
each year over the 660 miles of track in the system.
 How do you do maintenance on this system without
pissing off a lot of people? In New York???
 In the past, they did the repair work on weekends,
without interrupting service, because there was
much less traffic. It was expensive, dangerous, slow,
and incomplete.
 Until FastTrack!
http://abclocal.go.com/wabc/story?section=resources/traffic&id=8495657
Changing Culture
By Changing Rituals, Habits & Routines
Good
Bad
Preserve
&
Strengthen
Invent
&
Perfect
Unlearn
&
Leave Behind
Rethink
&
Try Again
Old
New
The Denison Model
What Counts…
Adaptability
Pattern, Trends, &
Market
Translating the demands
of the business
environment into action
“Are we listening
to the marketplace?”
Involvement
Commitment,
Ownership, &
Responsibility
Building human capability,
ownership, and
responsibility
“Are our people
aligned and engaged?”
Mission
Direction, Purpose,
& Blueprint
Defining a meaningful
long-term direction
for the Company
“Do we know where
we are going?”
Consistency
Systems, Structures,
& Processes
Defining the values
& systems that are the
basis of a strong culture
“Does our system
create leverage?”
MISSION
Creating Shared
Vision: creating a
clear and compelling
vision of a future state
Defining Strategic
Direction & Intent:
understanding,
developing and
executing strategy
Defining Goals &
Objectives:
setting clear goals and
tracking progress
against those goals
INVOLVEMENT
Developing
Organizational
Capability:
developing employees
to meet current and
future organizational
needs
Building Team
Orientation:
developing successful,
effective teams
Empowering People:
sharing information and
communicating so that
employees have the
information they need
to make informed
decisions – the ability to
make a difference
ADAPTABILITY
Creating Change:
encouraging change
and continuous
improvement
Emphasizing Customer
Focus:
understanding
customer needs developing responsive,
effective working
relationships with
customers
Promoting
Organizational
Learning:
seeing continuous
learning and innovation
as critical to adapting
and leading in a
dynamic environment
CONSISTENCY
Managing
Coordination &
Integration:
building effective
working relationships
with a range of
colleagues &
stakeholders across
the organization
Working to Reach
Agreement:
engaging in effective
problem solving and
decision making
Defining Core
Values:
aligning the behavior
of self and others in
accordance with the
Core Values
Beliefs and Assumptions:
The ‘GREY’ Area in the Middle of the Model
Beliefs and
Assumptions
 At the heart of every culture are a
set of beliefs and assumptions –
about the organization and its
people; the leaders; the customers;
competitors; the sector; etc.
 Resolving cultural issues and
making progress in the
development of a highperformance culture often requires
a thoughtful exploration of the
underlying beliefs and
assumptions.
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Dynamic Tensions
Effective leaders and organizations are
Externally AND Internally focused
Effective leaders and organizations
focus on Flexibility AND Stability
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Dynamic Tensions
Effective leaders and
organizations balance
‘External Adaptation’ AND
‘Internal Integration’
Effective leaders and
organizations offer
strong leadership AND involve
their employees
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A Culture Profile:
The100 Year Old
Manufacturing Company
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One Hundred Year Old
Manufacturing Company
One Hundred Year Old
Manufacturing Company
 First in industry, but
declining
 Trying to hold on to
the past
 1st time in 20 years
failed to meet
targets
 Targeted by
competitors
 President
operationally
focused
 “We’re a team going
down together
How Culture Links to
Business Performance
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Culture Links to Business Performance
· Growth
· Innovation
· Customer
Satisfaction
· Stable
Performance
Over Time
· Profitability
ROI, ROS, ROE
· Operating Performance
· Quality
· Employee Satisfaction
Impact on Performance
The higher the culture scores, the greater profitability, sales growth,
& market value (based on a study of 130 firms; 2000-2010)
Bottom 25%
Top 25%
Return-on-Assets
2.3%
3.2%
Sales Growth
1.4%
23.1%
2.6
4
Market-to-Book Ratio
27
Satisfying Your Customers
Below 50% Highly Satisfied
Above 80% Highly Satisfied
 Study of Automotive Service Centers in the USA
 Total of 338 dealerships and over 12,000 employees
 Compares organizational culture and customer satisfaction
Organizational Culture and
Employee Engagement
Bottom 10
11th Percentile
DOCS OVERALL
ENGAGEMENT FACTOR
Top 10
83rd Percentile
Culture Causes Performance
2 Years
1 Year
In summary, culture comes first and serves as a driver
of subsequent performance levels.
When Is High Consistency Bad?
When Involvement is low, high Consistency will likely
lower an organization’s performance.
2013 Denison Global Benchmark




Over 1000 organizations included in the normative
database
Robust industry representation
Benchmarks are stable across years (2000-2012)
International representation: Within the last 5 years,
over half of the respondents are from outside the
U.S.
 1/3 of companies are headquartered outside of U.S.
Why We Recommend the Global Benchmark

The most stable, representative comparison group

Different Industries and different Countries, on
average, have very similar results to the global
benchmark

Composites are available for many different
Industries, Regions and Countries
Why We Use Percentiles
Survey Item
Mean
Score
% Favorable
(4s & 5s)
Percentile
Score
Most employees are highly involved in their work
3.94
86%
50
There is an ethical code that guides our behaviour
and tells us right from wrong
3.78
82%
50
Customer input directly influences our decisions
3.59
86%
50
People work like they are part of a team
3.46
64%
50
There is good alignment of goals across levels
3.21
57%
50
Our vision creates excitement and motivation
for our employees
3.04
41%
50
It is easy to coordinate across different parts
of the organization
2.81
40%
50
Our Research Is Ongoing
European
Journal of Work
and Psychology
Reliability and
Validity of the DOCS
and other measures
of Culture
Looking Across
the World
Other exciting
research
Financial
implications of
manager / nonmanager alignment
Effects of Executive
coaching
interventions
Unionization and
organizational
culture
Application
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Setting the Stage for Culture
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Culture Data Should Do 3 things:
1. drive honest
conversations among
the collective about
‘the way we do things
around here’ that…
2. lead to thoughtful
actions and…
3. results in higher
performance
Honest conversations that lead to thoughtful action…
and higher performance
Step I
Step II
Assessment of
the Current
State
Creating
Understanding
Goal: To assess
the current
culture to
surface
strengths and
weaknesses
(and identify
possible subcultures/areas
of opportunity)
Goal: To
engage in
dialogue to
create a
common
understanding
of the data and
discuss the
implications of
the current
culture for the
business
Step III
Choosing to
Shift the
Culture?
Goal: To
establish
agreement
regarding the
need for culture
change/
development
AND to focus
efforts on areas
of business
impact
Step IV
Action
Planning
Goal: To
generate ideas
for moving the
culture forward;
prioritizing and
developing
specific action
plans
Step V
Implementation
& Evaluation
Goal: To
execute
against the
action plans
and measure
progress – with
a link back to
organizational
and/or group
performance
Are our people happy?
Culture
Are we clear
and aligned?
Is our culture…
good or bad?
strong or weak?
High level
of clarity &
alignment
Higher levels
of performance
Mix of clarity &
confusion
Average levels of
performance
Confusion &
uncertainty
reigns
Lower levels
of performance
What you might hear…
“There’s a clear line-of-sight.”
“Purpose.”
“We do a good job of Connecting the Dots”
“The vision is inspiring and
exciting”
“The focus on short term
and long term goals
makes the company
reach high levels of
achievement.”
“We all have the
same vision which
keeps us focused
on what really
matters.”
“One-on-ones and 360 reviews
provide individuals with constant
reminders of our goals.”
“Flying blind”
“My priorities are whatever my boss
says they are that day.”
“We’re fire fighters”
“Uncertainty is the best word to describe
working here.”
“Frustrating”
“We’re not sure what the future
holds.”
“We have a Moral Compass”
“My manager lives the core values and
regularly addresses them on conference
calls – impressive!”
“We engage in
Constructive Conflict.”
“Communication efforts across
departments have allowed
broader perspectives and better
decisions.”
“Alignment”
“We solve problems and we move
forward together.”
“All the team members believe in doing the
right thing and creating win-win situations.”
“Silos”
“Issues remain unresolved
and the team stays in flux.”
“It’s all about winners and losers.”
“Self-serving”
“The leaders don’t walk the talk.”
“Stove pipes”
“The end justifies the means”
“There is a high level of transparency in this
organization.”
“We band together to work as a single
unit to achieve our daily goals.”
“I don't feel like I
work for this great
company - I feel a
sense of ownership.”
“We value highly capable
people. The talent level here
is very high.”
“I feel that I am using my skills and
intelligence rather than being micromanaged.”
“We've learned to play
towards each other's
strengths and we work
together to improve our
weaknesses.”
“We have trouble retaining our best talent.”
“This is a Compliance Culture.”
“Check your brain at the door.”
“Internal competition is valued over cooperation.”
“Leaders believe they always know best.”
“Information is power.”
“Forgive and remember”
“Hiding mistakes is more detrimental than
making them.”
“We do project post-mortems
and lessons learned events.”
“We ask ourselves what
does the customer want
and need when we are
looking at our processes.”
“Change is NOT a criticism of the past.”
“A customer mind-set
permeates the
organization.”
“Change is not a program…it is a matter
of survival.”
“Fear is prevalent throughout the
organization.”
“This is how we’ve
always done it.”
“Change happens to us,
not with us.”
“We can be arrogant…we don’t always
listen to our customers.”
“Finger pointing.”
“Our philosophy is Naming - Blaming – Shaming.”
Restructuring
Leadership changes
Mergers & acquisitions
Internal and External Forces that have
the ‘potential’ to create more
uncertainty and ambiguity
Competition
Regulatory changes
New technologies
Economy
Solutions Scenarios
All content and images Copyright © 2012 Denison Consulting, LLC. All Rights Reserved.
The Denison Solutions
Strategic
Alignment
Mergers
&
Acquisitions
Leadership
Development
Building
a High
Performance
Business
Culture
Turnaround
&
Transformation
Leadership
Transitions
Business Case Studies
All content and images Copyright © 2012 Denison Consulting, LLC. All Rights Reserved.
Culture in Mergers & Acquisitions
Growth
Strategy
Develop
and
Sustain
Potential
Targets
‘One’
Business
Due
Diligence
Cultural
Integration
What is the level of integration and
change required?
High
Absorption
Degree of
Change in
Acquired
Company
Transformation
Best of
Both
Low
Stand Alone
Reverse
Acquisition
Low
High
Degree of Change in Acquiring Company
From Marks & Mirvis, Managing the Merger
The focus (stated intent) of most M&A’s
External Focus
 Move into
new markets
 Acquire new
technologies
 Increase
scale
 Access to
lower cost
operations
The focus immediately after the deal closes
Internal Focus
Alignment of…
 IT Systems
 Financial
Systems
 Compensation
Systems
 Sales Process
 Etc.
Denison Consulting
Certification Workshop
Day 2
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Developing Leaders
& Leading Change
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The Link Between
Culture & Leadership
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“The bottom line for leaders is
if they do not become
conscious of the cultures in
which they are embedded,
those cultures will manage
them. Cultural understanding
is desirable for all of us, but it is
essential to leaders if they are
to lead.”
Edgar Schein, Ph.D.,
Former Professor at MIT and recognized
authority in the field of Organizational
Culture and Leadership
“Culture and leadership, when one examines them
closely, are two sides of the same coin and neither
can really be understood by itself.”
Why Leadership Development?
1) To help an organization meet today’s business
challenges – as well as the challenges of the future
2) To develop leaders who are capable of maximizing
the performance of their employees
3) To demonstrate an organization’s commitment to
high-performance and continuous improvement
4) To create an environment in which open
communication and feedback is encouraged and
employee empowerment is valued
5) To foster consistent leadership values, practices and
behaviors throughout an organization
6) To establish leadership development as a GOOD
habit and routine in the organization
Key considerations for implementing
360’s as part of a
Leadership Development strategy
 Who is the target of the development process?
 Sr. Leadership
 Middle Managers
 Front-line management
 Who will have access to the data?




Leader only
Leader and his/her Boss
HR
Others
 How will the feedback be used?
 Developmental purposes only
 Team development
 Performance appraisal (Not recommended)
 How will development plans be created and
executed?
 Expectations for the creation of a Development Plan
 Follow-up coaching support (from whom)
 Organizational resources available
 Is there a communication plan in place?




Purpose & goals
Data collection details including timelines
Confidentiality expectations
Development plan development and implementation
The Denison Leadership
Development 360
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The Denison Leadership 360
 Is based on the Denison Model of High
Performance
 Recognizes that leaders have a significant impact
on the culture of an organization and the
employees and teams they lead
 Is a development tool designed to provide leaders
with constructive feedback regarding their
capabilities in areas that ultimately impact how
their team and organization performs
2012 Leadership Global Benchmark
 13,959 leaders included in the normative database
 Representing over 900 companies and rated by
over 206,000 bosses, peers, and direct reports
 Wide variety of industries, job function,
management level, and tenure represented
 Benchmarks are stable across years
360 Benchmarks
Strongly
Disagree
1
Strongly
Agree
2
3
Rarely Used
4
5
6
7
360 Benchmarks
Strongly
Disagree
1
Strongly
Agree
2
3
4
5
6
7
Mean scores in the 5.5 to
5.8 range will place a
leader around the 50th
percentile on most indices.
Scores in this area lead to
Low percentile rankings when
compared to the database
of leaders.
360 Benchmarks
Strongly
Disagree
1
Strongly
Agree
2
3
4
5
6
“But my people rated me about average!”
7
Effective Leader
Self






Combined Other
A recently hired president in the retail industry
Known for ability to increase sales, quality, and profits
Creative risk taker - pushes the envelope
Drives intense customer focus throughout organization
Viewed as having chairman of the board potential
Continuously sought out for high profile CEO positions
Less Effective Leader
Self





Combined Other
A recently dismissed President in the retail industry
Tenure resulted in several years of declining sales and market share
Over-control a key problem
Failure to provide long term sense of direction led to lack of identity in the
marketplace
Short term focus resulted in failure to meet changing customer requirements
High Potential Executive
Self





Combined Other
Being groomed for CEO of major corporation
Always develops her direct reports who are constantly promoted
Known as extremely demanding and accepts nothing but top performance
No nonsense leader respected and admired by employees
THE organizational role model for high performance
Large Perception Gap
Self





Combined Other
Manages by fear and intimidation
Always blames others for mistakes
Solid technical skills, but lacks basic management skills
High level of turnover in division
No awareness of negative impact on productivity of employees
Business Case Studies
Additional Denison Products,
Services & Support
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Key Phases of Data
Collection & Analysis
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Denison Support
PROJECT PHASES
Project Planning
Set-Up & Design
Administration &
Reporting
Measuring Progress
Purpose
Client Needs
Personalization
Project Specs
Survey Items
Participation
Monitoring
Demographics &
Reports
Technical Support
Data Interpretation
Survey Development
Report Delivery
Action Planning &
Implementation
Change Monitor /
Re-Survey
COMMUNICATION
Internal Support &
Alignment
Creating
Awareness
Invitations &
Participation
Information
Roll-Out
Denison Support
PROJECT PHASES
Project Planning
Purpose
Client Needs
Project Specs
Set-Up & Design
Administration &
Reporting
Measuring Progress
• Context & Goals
• How we help you achieve your goals?
Personalization
Tech & Business
• Open
Surveydialogue
Items about entire process
Support
• Previous survey experience – good or bad?
Demographics &
Participation
• Support based on
your specific needs
Data Interpretation
Reports
Monitoring
• Survey
Population & Report
Timelines
Delivery
Survey
Development
Action Planning &
Implementation
Change Monitor /
Re-Survey
COMMUNICATION
Internal Support &
Alignment
Creating
Awareness
Invitations &
Participation
Information
Roll-Out
Denison Support
PROJECT PHASES
Project Planning
Set-Up & Design
Purpose
Administration &
Reporting
Measuring Progress
• Survey Link Personalization
Client Needs
Personalization
Project Specs
Survey Items
Demographics &
Reports
Survey Development
• Demographic & Custom Questions
Tech & Business
Support
• Survey Development
Participation
• Final review and
approval
of
Data
Interpretation
Monitoring
survey link
Action Planning &
Report Delivery
Implementation
Change Monitor /
Re-Survey
COMMUNICATION
Internal Support &
Alignment
Creating
Awareness
Invitations &
Participation
Information
Roll-Out
Denison Support
PROJECT PHASES
Project Planning
Set-Up & Design
Administration &
Reporting
Measuring Progress
Purpose
• Participation monitoring
• Real-time
Client
Needs updates
Personalization
• Targeted reminders
• Overall response Survey
rate Items
Project Specs
• Technical support Demographics &
Reports
• Report delivery
Survey Development
Participation
Monitoring
Technical Support
Data Interpretation
Report Delivery
Action Planning &
Implementation
Change Monitor /
Re-Survey
COMMUNICATION
Internal Support &
Alignment
Creating
Awareness
Invitations &
Participation
Information
Roll-Out
Denison Support
PROJECT PHASES
Project Planning
Set-Up & Design
Administration &
Reporting
Measuring Progress
Purpose
• Key takeaways/high level trends
• Education
Client
Needs on interpretation
Personalization
& Business
• Incorporate
results into
strategic planningTech
efforts
Project Specs
Survey Items
Demographics &
• Progress measurement
Reports
• Identify areas of focus
• Accountability and commitment
Survey Development
Support
Participation
Monitoring
Report Delivery
• Connect you to relevant resources
Data Interpretation
Action Planning &
Implementation
Change Monitor /
Re-Survey
COMMUNICATION
Internal Support &
Alignment
Creating
Awareness
Invitations &
Participation
Information
Roll-Out
Denison Support
PROJECT PHASES
Project Planning
Set-Up & Design
Administration &
Reporting
Measuring Progress
Purpose
Client Needs
Personalization
Tech & Business
Support
Demographics
&
Participation
• Support with communications
throughout
the
process
Reports
Monitoring
Project Specs
Survey Items
• Sample communications/plans
• Example of best
practices
Survey
Development
Report Delivery
Data Interpretation
Action Planning &
Implementation
Change Monitor /
Re-Survey
COMMUNICATION
Internal Support &
Alignment
Creating
Awareness
Invitations &
Participation
Information
Roll-Out
The Denison Modules
Denison Survey: Content Modules
Innovation

Short instruments that may be
added to the DOCS

Brief (5-7 items), reliable, and
valid measures

Benchmarked against a
database of organizations

Data reported in means and
percentiles

Strengthens the value of
information from the DOCS
Commitment
Engagement
Trust
84
DOCS–Modules Link: Overview
The DOCS
Content Modules
 Assesses a high
performance
business culture
 Supplement
information
provided by the
DOCS with more
targeted questions
 Identifies cultural
strengths/weakness
es as they apply to
organizational
performance
 Results are
presented using the
DOCS benchmark
database
 Potential outcomes
to a positive
organizational
culture
Overlap
The DOCS provides some
information about the topics
covered in the content modules
 Results are
presented using
each module
benchmark
database
85
The Culture Snapshot
Developed in Partnership with Leader OnBoarding
The Culture Snapshot
 Increases probability of leader success and retention
 Reduces the cost of onboarding new leaders
 Faster integration
 Increased employee satisfaction
 Higher probability of organizational success
 A subset of the standard culture survey (36 items)
 Administered to a select group of raters early in a new
leader’s tenure
 Designed as a tool to build early understanding of the
culture of the new leader’s operation, department, or
unit
The Culture Snapshot Report
The Denison Leadership
Potential Report
Developed In Partnership With Hogan Assessments
The Leadership Potential Report
The Leadership Potential Report
The Leadership Potential Report
Scoring Key
The Leadership Potential Report
 Taking Hogan’s personality and values assessment
results and mapping them to Denison Leadership
Development competencies
 Unlocks real power by combining personality and
values with predicted potential leadership
competencies
 A detailed assessment report for use in selection
and leader development
 Different developmental recommendations based
on combination of potential and performance
scores
The Leadership Potential Report
 Based on Hogan’s three main assessments:
 Hogan Personality Inventory (HPI)
 Hogan Development Survey (HDS)
 Hogan Motives, Values and Preferences Inventory
(MVPI)
 30-45 minutes completion time
 Generated on existing Hogan scores mapped onto
Denison’s Leadership Development competencies
 Reports generated through Hogan’s online platform
The Leadership Potential Report
The Leadership Potential Report
Denison Product Pricing
Denison Organizational Culture Solutions Pricing
 Denison Organizational Culture Solutions
Package Project Options:
 Change Monitor survey
 Modules
 Available in 45 Languages
 Download the complete OCS Pricing Sheet
from the workshop portal:
http://www.denisonconsulting.com/node/2995
Denison Organizational Culture Solutions Pricing
Denison Leadership Development Solutions Pricing
 Leadership Development 360 Package:
 Includes Change Monitor Survey and Reports
 Available in 16 Languages
 Download the complete LDS Pricing Sheet from the
workshop portal:
http://www.denisonconsulting.com/node/2995
Denison Leadership Development Solutions Pricing
 Leader Onboarding Culture Snapshot

$1,500

Up to 35 Raters

Full report package
 Denison Leadership Potential Report (DLPR)

$295/report

Based on three Hogan personality assessments

HPI, HDS and MVPI
Denison Support Services
Denison Support Services
Project
management
Project management







Communication plan
Translations and Localization
Survey customization
Survey administration
Monitoring
Report generation
Custom reports
Research
 Research support








IT
Support
IT support

Technical support
Custom item development
Custom report development
Qualitative analysis
Statistical analysis
Sampling
Mapping
Best Practices research
Internal benchmarking and
custom composites
Solutions


Support on presentations,
proposals, and resources
throughout client engagement
Analysis & debrief of results
Consultant Essentials
 Learning the Basics
 Understanding Denison’s Solutions
 Selling the Solutions
 Sample Proposals
 Preparing for the Survey
 Interpreting the Results
 Linking to Denison
 And more……………..
Your Denison Solutions Pilot Package
25 person Denison
Organizational Culture Survey
Pilot
1 Person Leadership
Development Survey
OR
Your pilot package includes the full survey of your choice, full report generation, and
basic interpretation and feedback on results from a Senior Denison Consultant.
Certificate of Participation
Those who complete the Workshop will be issued a
certificate of participation in PPT and PDF formats,
and an efile logo that can be posted to a website,
email signature file, or any other online outlet you
choose.
Trademark policies are in place and are expected to
be honored when displaying your certificate of
participation.
For the past ten years, Denison Consulting has
been sharing best practices in organizational
culture and leadership development with senior
executives and business professionals from
around the world.
CONNECT with like-minded peers, Denison leadership,
experienced practitioners, and acclaimed thought
leaders.
We invite you to be a part of the experience.
PARTICIPATE in thought-provoking dialogue.
The 2014 Best Practices Forum is your
passport to improved performance.
Where will it take you?
LEARN from the challenges, insights and actions of
leading organizations.
BUILD your professional community and learning network.
EXPLORE different perspectives to your business
challenges.
RSVP at
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Thank You!
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