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Company Recognition

CHANGE THE CULTURE, CHANGE THE GAME:

Video Overview


Tom Smith, Co-Founder, Bestselling Author of Change the Culture, Change the Game, introduces you to The New York Times Bestselling book. Abstract Books Summaries rates this book in the top 3 Change books of 7000 in their library.





CHANGE THE CULTURE, CHANGE THE GAME:
The Breakthrough Strategy For Energizing Your Organization And Creating Accountability For Results

TOP BESTSELLING BOOK
# 1 Leadership Book - The New York Times
# 1 Leadership Book - Wall Street Journal
# 1 Leadership Book - USA Today
# 1 Leadership Book - Publisher's Weekly


Extending the groundbreaking principles presented in their New York Times Bestselling books, The Oz Principle and How Did That Happen? Roger Connors and Tom Smith, the recognized experts on creating a culture of enterprise-wide accountability, apply their practical and powerful strategy to helping leaders accelerate culture change, energize their organizations, and create greater accountability for results.

In this landmark guide to organizational culture change, the authors introduce The Results Pyramid,® a simple and memorable methodology for efficiently and effectively changing the way people think and act throughout an organization to ensure that they achieve their desired results.
Change Culture


Mastering the ability to accelerate culture change is an essential core competency for every leader who wants to keep his or her organization competitive and focused. The New York Times Bestselling book Change the Culture, Change the Game offers the definitive guide for developing this leadership competency and is based upon a methodology that is used by some of the most successful and admired companies in the world.

Tapping into their more than two decades of expertise in assisting clients in the Cultural Transition Process® the authors present a refreshingly clear and simple methodology that leads to a rapid, result oriented culture change.

In each chapter, they share compelling stories that demonstrate how some of the most successful organizations in the world have applied these proven best practices.

The New York Times Bestselling book Change the Culture, Change the Game will show you how to generate the potent impact that greater accountability has on accelerating change in people and teams and in transforming entire organizations.

THE ROLE OF OUR BOOKS IN THE TRAINING.
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Some organizations attempt to use book clubs or book reading assignments as the sole means for training people throughout the organization in the principles of greater accountability. Our books are certainly a good starting place, but there are some limitations to relying solely on the books to train your organization or team.

Aside from all the apparent Intellectual Property issues that complicate using the books to train your people, it is worth noting that approximately 75% of the proprietary Accountability Training® Workshop content is not found in our books. Our books are meant to be an overview of the Accountability Training principles, as opposed to serving as a script for training teams and organizations. The Accountability Training helps you apply the content in the books as a solution for your business needs. If speed is important to your organization, then you will appreciate knowing that the training will accelerate adoption, focus integration and provide best practices on how to implement the Accountability Training as an enterprise-wide solution.

READ ABOUT HOW ONE LEADER USED THE TRAINING AFTER READING THE BOOK.
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In a letter to Partners In Leadership's leadership, Ed Vanyo, General Manager, Can Operations Nestlé Purina PetCare Company, recounts the amazing success he had in implementing the Partners In Leadership Self Track™ Training in a new product launch:

Dear Roger and Tom,

I happened to stumble upon The Oz Principle browsing a bookstore with my wife, as we have been known to spend many a Sunday afternoon. Being a "Wizard of Oz" fan, the title drew my attention away from the numerous other books espousing how-to fix this or that management problem. The accountability subtitle peaked my interest even more. This was an area that my team at work had been discussing and knew we needed help with.

Reading the book, I enjoyed the parallel drawn with the Oz characters. More importantly, you provided great clarity with the principles of proactive accountability and their application. The simplicity of the process belies the strength of the message. I immediately knew that we would benefit from exposure to The Oz Principle. Sometimes a message is so important and powerful that one must internalize it completely and become its disciple. This is what happened to me with The Oz Principle. I felt that to get the message to my team and have them truly understand my passion for its application I would need to personally facilitate the training sessions.

I have recently completed my first training session as facilitator and I wanted to share my thoughts with you. The participants were my direct reports and their reports (my skip-level reports) from one factory.

The training started with a review of the corporation's "Blueprint for Success" and our factory results. We then proceeded to the See It, Own It, Solve It, and Do It to the results we needed to deliver in the future. The 16-element review was very enlightening as it demonstrated the effect a leadership team has on the organization. The most significant areas for organizational improvement were the areas identified as management team weaknesses! This shows that "I" is truly the operative word in "What else can I do to achieve the result?"

We have taken a modified approach to action planning for implementing the improvements identified. Each participant was required to prepare their individual action plan, but not at the training. I wanted them to spend quality time reviewing the key learnings. The action items identified will be incorporated into their formal performance review process.

To drive the See It step (which appears to be the most difficult for the group to align with) we have begun several tasks.

I have just completed a 360 feedback review on leadership and I can honestly say it is the first time I have been excited to get the feedback and start to work on improvement. To demonstrate my commitment to the program, I presented the results to the team, thanked them for the feedback, and committed to improving in two specific areas.

The team identified employee satisfaction as a key result area and felt it was the area needing the most improvement. We therefore conducted a factory-wide survey of all employees to identify employee attitudes and opinions about the workplace and the management team. Utilizing these results and narrowing our efforts to focus on employee safety, we have started employee focus groups to develop actions that we should start doing, stop doing and continue doing in safety. We will then build on our successes in this area to move The Oz Principle into all the key result areas of the factory.

We are continuing into the new year utilizing (the Culture Track Training) to define the culture in the factory as we would like it to be. It is absolutely amazing to see the number of "Mixed messages" that are sent by the management team when the process is not explicitly managed. We all need to remember that we are on stage when we leave our offices and head for the factory floor. Personally, the process has allowed me to revisit my own impact on the culture drivers. I can honestly say that The Oz Principle will become a part of our process and not just the next "Program of the month".

Thanks for a refreshing view of proactive accountability. The very best,

Ed Vanyo General Manager, Can Operations Nestlé Purina PetCare Company


Of course, there is a caution: If you implement accountability the wrong way, you will experience the Accountability Paradox; that is, the harder you try to create accountability, the less accountable people actually become. The Accountability Training will help you implement accountability the right way by incorporating the best practices that have been developed over two decades of successful application.

The principles of accountability that we present in our books are largely common sense. The Partners In Leadership training turns that common sense into common practice. The issue is not so much what is in the books, but what is in the hearts and minds of the people on your team and in your organization. The training brings the content in the books to life for people at every level of the organization and creates a powerful level of collective engagement and ownership for achieving key organizational results that is essential to success.

We encourage our clients to have everyone in the organization read our books - the grounding and understanding that comes with the personal investment that reading represents is invaluable. However, reading alone is not enough to accelerate the shift to a Culture of Accountability.® That requires a higher level for collective engagement that is created with the Accountability Training workshops.


ENDORSEMENTS
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"The tools introduced by Connors and Smith provide a roadmap that will guide an organization through the transition that is essential to achieving desired results. Our firsthand experience with the application of these tools has proven to me that these concepts accelerate culture change."
Joanne Bauer, President Health
Care Kimberly-Clark Corp.



"Change the Culture, Change the Game is simply the best handbook I've seen on how to create lasting culture change. Any organization leader contemplating major change should start by reading this book."
Eric T. Hicks, Sr. Vice President, Performance Improvement
Jp Morgan Chase


"Change the Culture, Change the Game is a landmark book that ought to be read and applied in every organization in need of change. This seminal work describes and reinforces the important principles that Partners in Leadership has taught leaders throughout our organization. These principles have moved our company forward, energized our organization and aligned leadership at every level around achieving our key results."
Doug Brooks , Chairman of the Board, CEO, President
Brinker International, Inc.


"Connors and Smith have once again shown us a proven and effective way to align around and achieve key corporate results! A great read for every executive interested in building a strong culture that maximizes results."
Joe H. Hohner, MBA Senior Vice President, Chief of Staff & Chief Information Officer
Blue Cross Blue Shield of Michigan.


"As the recognized experts on workplace accountability, Connors and Smith ratchet it up another notch in Change the Culture, Change the Game! Building on the success of their previous books, The Oz Principle and How Did That Happen? they now detail how to accelerate culture change with a process the delivers lasting results."
Ambassador Gregory J. Newell
Former U.S. Assistant Secretary of State


"I've lived through dramatic performance improvements enabled by the approach of Connors & Smith--it's nothing short of a miracle! Change the Culture, Change the Game provides a certain path to creating accountability for achieving goals and objectives normally beyond our grasp, using a proven, common-sense approach that energizes people at every level of the organization."
Dave Schlotterbeck, Chairman & CEO
CareFusion Corporation


"Culture change is never easy, but with the tools and insights we take from Change the Culture, Change the Game, we are seeing rapid progress."
Wyman Roberts, President
Chili's Bar & Grill


"This book presents Partners In Leadership's approach to achieving results through cultural transformation and is the absolute best leadership process I have ever seen! We have employed it in organizations large and small, both inside and outside of the United States. If you know the results that you and your team want, this process is the way to get them."
Fred McCoy, Vice Chairman
Synecor, LLC and former President, Guidant CRM


"Change the Culture Change the Game outlines practical and powerful tools that our management team embraced early in our Company's formation. I am confident that applying these concepts and creating a Culture of Accountability will propel us to success in the difficult world of "start-ups" and prove vital in realizing our vision to transform an entire industry."
Todd M. Pope, President & Chief Executive Officer
TransEnterix, Inc.


"Using the Results Pyramid model to accelerate culture change, Connors and Smith don't just state what we all know to be important they take it a step further and detail how it can be done. Change the Culture, Change the Game gives leaders a methodology that works for building and sustaining a high performance organizational culture."
Clinton A. Lewis Jr., President, U.S. Operations
Pfizer Animal Health, Pfizer, Inc.


"Bottom line: If you keep doing what you've been doing, you'll keep getting what you've been getting; but if you want to change the game…you need to read this book. Change the Culture, Change the Game lays out an actionable approach that every leader should master. So, if you're tired of trying leadership techniques that are not effective and new programs that don't work, then stop and read this book."
Ginger L. Graham, Former CEO
Amylin Pharmaceuticals


"Connors and Smith's latest book lays out the plan for achieving results-driven accountability in a quick and readable format. Their specific examples of how leaders can cut through their natural filters to focus with precision on underlying issues will hit home for senior leaders interested in accelerating culture change and driving business results."
Jim Mazzo, President
Abbott Medical Optics


"A great read with practical pointers and relevant industry examples of application and impact. Notable take-away: all behavior is rewarded."
David P. Holveck, President & CEO
Endo Pharmaceuticals


"The go-to guide on culture change with proven, practical ideas for leaders looking to accelerate change, strengthen their teams and achieve success."
Laurie Ann Goldman, CEO
Spanx


"Every book in the Oz Series just keeps getting better. Change the Culture, Change the Game provides pertinent real life examples about how companies have implemented the culture change necessary to achieving their desired results. The book is filled with case-studies that illustrate how to do it, providing a clear roadmap for implementation. A great read that will convince the naysayers that exist in every company that culture change is not an option, it is a necessity; and mastering that process of change will bring competitive advantage."
William A. Brizee, President & CEO
Architects Hawaii


"Change the Culture, Change the Game is a priceless, must-read for any experienced or aspiring leader. There is no better guide on how to leverage your organizational culture and make a giant leap in performance. This is a pragmatic and practical approach that will make a real and lasting difference in any organization."
Kelli Valade, Chief Operating Officer
Chili's Grill & Bar


"This book provides the methodology and approach every leader must master to achieve a culture based on accountability and focused on achieving key results. This is a must-read for every team interested in ensuring that they deliver and perform at the top of their game!"
Paul J. Byrne, President
Precor, Incorporated Inc.


"Change the Culture, Change the Game is the most important book on leadership that I have read in over 20 years. The authors' brilliant and simple step-by-step approach will help any leader effectively engage the entire organization in changing its culture and ensure the delivery of results."
Roman J. Bowser, Executive Vice President
American Heart Association, Western States Affiliate


"A vital addition to every library on leadership and organizational performance with powerful tips on every page to transform your organization into one that consistently achieves its key results. It's rare to find a book that contains a step-by-step approach to ensuring personal and organizational success; this is that book!"
Wayne A. Sharrah, Managing Director
Esurance


"Change the Culture, Change the Game provides leaders with a clear and intuitive step-by-step guide to understanding and shaping your corporate culture, the critical component of every organization's formula for success."
Louis J. Woolf, President
Hebrew Senior Life


"Change the Culture, Change the Game is the definitive guide on culture change and offers a powerful, yet practical approach for changing your organization's culture to achieve your results."
Timothy Vig, President
USKH, Inc.


"After working with the concepts in Change the Culture, Change the Game, I believe that no other approach to culture change is as powerful in its simplicity and effective in its application. Every leader who is serious about culture change should read this book."
Jeffrey Gerstel, Senior Vice President
Dress Barn


"Change the Culture, Change the Game provides practical guidelines and techniques, which serve as an actual organizational roadmap to greater accountability. The premise of the book is unarguable: follow the accountability path and results are guaranteed!"
Susan Levine, Executive Director
Hospice of the Valley


"Change the Culture, Change the Game provides the methodology and approach every leader must master in order to achieve a culture based on accountability and focused on achieving key results. A must-read for every team interested in ensuring that they deliver and perform at the top of their game!"
Paul J. Byrne, President, Precor Incorporated

"I would certainly recommend Partners In Leadership to any company who is looking to change their internal culture to find better methods for achieving key business results. We are grateful for their work and the dynamic energizing learning they have brought to our leadership team and our entire staff. They are just what the doctor ordered for the world of fast paced change and shrinking resources in which we must thrive."
Harvey M. Yorke, President & CEO, Southwestern Vermont Health Care

"Management today is more complex than ever, and the literature is full of techniques with many gimmicks. Accountability Training is so fundamental, and easily understood, that I believe it can have a positive impact in any organization. I will continue to encourage its application in every organization with which I am affiliated."
Mike Eagle, Vice President, Eli Lilly & Co.

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