Culture is the actual sum of daily behaviors

     Culture is the actual sum of daily behaviors and actions so leaders must set expectations with the team that defines what behaviors are desirable and which ones are unacceptable. Leaders must explain how the desirable behaviors are linked to achieving the execution of the transformation and the overall performance results. To enable the full definition, leaders must first understand the current metrics and results.  For most traditional organizations the current metrics hinge around a set of hard business metrics such as sales, profitability, productivity, quality, on-time delivery, etc. versus on qualitative metrics, like morale, engagement, and behavior maturity. 

     Be careful of this defining the metrics because they dictate the practices put in place to achieve them. If performance is defined around a core of traditional hard business metrics, then the organization will get behaviors focused on achieving those metrics. The focus ends up being on driving the number at the expense of building a great culture. Therefore, leaders must breakthrough the paradigm to define metrics of high performance enabled by experiences and behaviors that enable engagement, retention, morale, and behavior maturity. Effective leaders clarify expectations by modeling desirable behaviors and rewarding the members of the teams for emulating.  This is further enhanced when leaders correct unacceptable behaviors immediately.