The programme where you discover your potential, grow your skills and thrive at work. Designed, produced and delivered by Broadleaf Global.
What is the Inspire Programme?
It is recognised by many leaders that there is a gap between the strategic intent of the organisation (what is said), and how that organisation operates, (what is done). By closing the say-do gap, organisations are 9%¹ more likely to meet or exceed their annual revenue objectives. This say-do gap has many elements, including leadership behaviour, in all roles and positions.
The Inspire programme is facilitated by Broadleaf Global. Inspire gives your people a safe space to explore their potential and access behavioural and practical tools that support them in doing things differently, specifically in a workplace context. This closes say-do gaps.
Setting cultural goals
Understanding where your organisation wants to be
The Inspire programme has different emphasis depending on the participants, and it is applicable to all roles and positions. According to research by Gartner², 69% of employees don’t accept as true the cultural goals set by leaders, 87% of employees don’t understand them, while 90% of employees don’t act in alignment with them.
This is the ultimate and most common say-do gap we have observed.
Closing say-do gaps
By developing individual capability and capacity
The intent behind the Inspire programme is to surface and close say-do gaps by developing the capability and capacity of participants to deal with the ambiguity of change through the alignment of belief, understanding, and behaviour. Inspire is the how that contributes to closing the say-do gap.
Through Inspire, we strive for congruence between what is said and what is done. It is vital that Inspire is implemented in a way that enables those participating to be successful. Sponsorship and participation from every level is therefore critical.
This is not a training course
It's a way of life that embeds new ways of working
The Inspire programme is different. It isn't taught. It is lived! Through a unique immersive and disruptive experience, participants build self-awareness and begin to close their own say-do gaps - all the while amplifying their individual capability and capacity. This has a knock-on impact to teams, and ultimately the whole organisation.
Real and lasting change requires 25%³ of people in any organisational unit to adopt new behaviours and ways of working to reach a tipping point where change has its own momentum. In this context Inspire delivers an enormous amount of traction, with 68% of Inspire participants expressing they have been successful in applying what they have learned in their daily work.
Key features of Inspire
How do we design your Inspire Programme?
The Inspire programme meets your needs as an organisation - and as such, the intensity of delivery can be gauged in parallel with the type and scale of impact you would like to achieve. By discussing the following questions with you, we are able to discern how Inspire is uniquely tailored for your organisation:
What is your intent?
What are the drivers for your team or organisation? In what ways would you like your organisation to thrive? Inspire is focussed on your organisation’s intent.
What impact do you want to achieve?
What is the ideal outcome for your team or organisation? Articulate what you want your people to say, do, think, and feel differently.
What is the scope and demographics?
How many people would you like to participate in the Inspire Programme? Who should participate to achieve the highest impact?
What time investment is appropriate?
With daily work responsibilities expected, we will work with you to balance the amount of time invested in Inspire with meeting your intent and impact objectives.
Where will Inspire be delivered?
The Inspire Programme can be delivered face-to-face or remotely online, depending on availability and location. Alternatively, a hybrid approach would deliver Inspire across both.
Start a conversation with us...
¹ Gartner: Three Culture Conversations Every CEO Must Have with the with the Head of HR.
² Huang, J. L., Blume, B. D., Ford, J. K., & Baldwin, T. T. (2015). A tale of two transfers, Journal of Business and Psychology, 30(4), 709.
³ Professor Damon Centola, University of Pennsylvania.