• The decisions made on an individual level are the heart of a company’s culture
• Our tools allow the company to assess an employee’s ability to put corporate values into action
• The decision-making style and capabilities within an organization serve in great part to define that organization’s culture
• We have the capability to provide cultural analysis down to individual work groups, based on supervisors and managers, divisions, and regions
• Determine if your desired culture is present, where is may be going wrong, and know what to do to improve it

• Our tools and processes allow you to identify change agents within your organization – those individuals with the passion and energy to influence others in a positive fashion
• We identify those posing roadblocks to change and offer insight into why the roadblock exists
• Every scale in our cultural assessment has researched protocols for improvement
• We track changes over time to assess the effectiveness of shaping activities and interventions

• Successful cultures use our cultural assessment to define what is being done right
• Use the assessment to insightfully plan cultural adjustments ahead of time
• Identify emerging threats to the culture
• More wisely plan for succession with an eye toward maintaining cultural norms
• Be aware of drag on the culture by monitoring stress levels, both at work and at home

Blue Cross Blue Shield of Tennessee historically experienced nearly 40% annual turnover in its Customer Service Center. The Judgment Index™ was added to the screening process after patterns in response from long-term employees in that position were compared to those leaving the position. In the first year, after partial implementation, turnover dropped to 19%. After full-implementation in the second year, turnover was reduced to 7% and has stayed in single digits for more than two decades. This action served to solidify the positive culture they so desired.  Customer care is foundational to the insurance industry and high rates of turnover on that front impacts the culture and the bottom line.

The nation’s largest privately held mortgage company began using the Judgment Index™ with its executives.  The insight provided sparked a desire to define “what they were doing right,” so a company-wide assessment occurred.  Within the top 100 leaders of the company, they found seven individuals with high levels of stress.  When confronted with this, the CEO described exactly what each one of those people were facing in life.  They said they were “like a family” and the assessment and feedback proved the point.

Often the company “hero” may actually be the cancer to a healthy culture. A privately-owned rural bank system conducted a Judgment Index™ -based culture survey.  When provided an opportunity to offer a threat analysis, employees pointed to a specific individual handling loans as exposing the company to risk through poor loan decisions.  The individual was touted by the company as a model for their culture, but in fact he was an active risk to their culture, and the Judgment Index™ assessment pointed to his poor decision-making skills.

A respected real estate sales team was looking to grow its culture.  Interviews with each team member occurred in conjunction with a Judgment Index™ assessment of their culture.  The vast majority of the sales force said the greatest source of stress were emergency meetings to address concerns, which happened almost weekly.  The Judgment Index™ identified the source of the stress – the leader was highly reactive while the sales force was very deliberate.  The leader was shown the findings and immediately made changes in how those meetings were conducted.  Stress was reduced and morale improved.