KBA Resource Page

Hey there, here’s an initial set of concepts and resources connected with our recent meeting. Feel free to reach out to me if there is something I missed, or you’d like to add, or you’re curious and would like to chat about.

Company Context:

Keithly Barber is primarily remote. The desire is to create deeper belonging and unity as a remote working company.
Here is the Zoom configuration guide I mentioned for setting up video technology that makes belonging and improve the relationships far easier.
I’m happy to help you set things up so you can see how this works for you.
https://www.heartbasedleading.com/blog/zoom-that-works-with-your-head-amp-heart
Jeremy F, your daughter might love this! Given her path into the neurosciences.

Image Example of work done to help the client create their lived core values.

KB Core values are unclear, but unstated lived core values seem to be aligned.
- Getting to Company Lived Core Values PDF flow
- Example Company Lived Values as Verbs
Four Principals expressed on-the-spot values of: integrity JF, respect MF, compassion JB, and get shit done/self-efficacy RH.
Could be a great set of core values to develop from?

Creating belonging across a remote workforce that's unified in a company strategic Us-Story. All things to emanate from the core values and purpose.
Craft Hiring to scale that supports keeps people first and also with excellence.
Example for hiring and onboarding:
Onboarding for a High-Performing Belonging Culture
Measuring a potential employee for the 6 Areas of your Belonging Culture
Offer them the job if they pass these 6 Belonging Culture affirmations

As I listened to and watched you all, I was narrating a story about you as an elite special ops team. (It may not be of personal life and death, but the survival and the success of your company objective, is growth vs possibly a stagnant slow economic death.)

Here’s a graphic that reveals how belonging changes your people’s response to fear and aspiration.
https://www.heartbasedleading.com/blog/get-navy-seal-or-real-accountability a small example of core values, lead and lag measures

Supporting Media:

A graphic overview of a company Belonging Culture OS in relation to the company’s Organizational Operating System

Below is a timetable for instilling a Keithly Barber Belonging Culture with OOS integration.

Attached is also a graphic overview.

Month 1: Assess Your Company's Belonging

Goal: Understand the current state of Feel, Own, Care Belonging within the company.

Actions:

Conduct surveys and interviews to assess leadership's and employees' Feel, Own, Care Belonging (FOC 'n Belonging).
Identify which core values actively get lived and which don't.
Identify if the company's "Strategic Us Story" (sometimes thought of as the company mission) reflects the company's core values.

Month 2: New Belonging Awareness

Goal: Get a new functional awareness of your company from the perspective of FOC 'n Belonging.

Actions:

Explore current existing fear constraints to be addressed by potential belonging practices.
Explore current aspirations to be enhanced through increased belonging.
Engage in the "War of Values" exercise to define and align company core values.
Explore and define the company’s Strategic Us-Story (Company Promised Land) and the six areas of a belonging culture from the perspective of the lived company core values.

Months 3-4: Designing Your Company Belonging Culture

Goal: Design your company's Belonging Culture Operating System frame.

Actions:

Explore the dynamics of fear, belonging, and aspiration within the company (Good side/Bad side Dynamic) and design so that "fear of" converts to "fear for," and "aspire at the expense of" becomes "aspire with."
Design what "6 Times Yes" in your belonging culture actually feels, looks, and sounds like when your people live from the company core values (We only hit the target we can see, and we're driven to hit the target we feel).
Establish initial belonging culture lead and lag measures.
Add core value references to the OOS technical processes involved in getting the work done.
OOS Recommendation, 4DX

Months 5-6: Make & Sustain Belonging

Goal: Embed belonging into daily operations.

Actions:

Define and integrate belonging core values and practices into operational processes and routines.
- hiring
- prioritizing
- saying no
- severing employment
- conflict resolution
- performance measuring
Integrate BCOS (Belonging Culture Operating System) and OOS (Organizational Operating System) into the company culture.
Develop strategies to win with your "Us Story," unite the team, and effectively handle conflicts.
Use lead and lag measures to monitor belonging within BCOS and OOS.

Months 7-12: Sustain, Scale & Grow

Goal: Maintain and grow the belonging culture.

Actions:

Identify and develop "Shepherds" and "Peacemakers" to uphold and scale the belonging culture and keep the OOS in optimal performance.
Implement coaching strategies to foster optimal growth, performance, and corrective guidance.
Regularly review and adjust strategies to ensure ongoing alignment with belonging goals.

Driving Enduring Growth: Belonging >> Wellbeing >> Performance

Maintain a continuous focus on the relationship between belonging, wellbeing, and performance.
Use various belonging frameworks, customized for KB to ensure sustained human and financial growth.