The simplest and most powerful way of understanding organizational culture is to see it through the lens of the employee experience. Culture is not created through a leadership dictum. If you are intending to create a culture where employees feel they can be authentic, it is not enough to state it. The ultimate test is to ask employees if they feel that they can be authentic. Leaders need to set the intention and then listen to employees so that improvements towards a conscious culture can occur. Creating and building organizational culture is a journey. This leader's guide and the Conscious Culture Model provide you with practical systems and tools needed to influence the employee experience consciously and thoughtfully, over time, in the intended direction of the leadership team. Only three in 10 U. S. workers strongly agree that at work, their opinions seem to count. However, if an organization can move the ratio to six in 10 employees, they could realize a 27% reduction in turnover, a 40% reduction in safety incidents and a 12% increase in productivity (Gallop December, 2017). What leader would not want reduced turnover and accidents with increased productivity. The leader's guide gives you proven methods to consciously create YOUR competitive advantage by building YOUR unique culture. Nearly 70 percent of business leaders agree that culture provides the greatest source of competitive advantage (Bain & Company). And ... A strong culture can help or hurt performance. Culture can account for up to half of the difference in operating profit between two organizations in the same business. Shaping a culture is one of the leader's most important jobs; it can be ignored, but only for so long and at one's peril. James Haskett from the Harvard Business School. Culture is critical and impactful leadership and strategic work. The leader's guide will help you understand and influence the organizational system called culture. Examples of unconscious and conscious culture are provided so you can learn from others and not make the same mistakes. Too many organizations have made disastrous mistakes costing them in people and profits. The four stages of conscious culture are shared with practical examples of ways to shift from one stage to the next. The Conscious Culture Model is described with useful actions you can take at each step. Topics and worksheets are used on the topics of vision, mission, values, conscious culture survey and plan, conscious manager training and leadership development, HR system alignment and employment branding. Examples of each step are provided so that you can apply what you are learning. Particularly important to HR professionals is the section on the impact HR systems have on culture. HR systems will override any intention and all buy in so it is critical to make sure the HR systems are aligned with the intended behaviors. The final section of the guide ties it all together and provides a readiness assessment and the final target of ultimate success. Achieving a conscious culture is possible with time and intention. Having spent 32 years as a Human Resources practitioner, I understand and appreciate the importance of providing practical tools when implementing any kind of organizational change process. Books and guides too often share the theory behind an idea without providing tools that allow organizations to get to a new level. After using the guide, you will be more able to build the culture bridge between the leadership's intention and the employee experience

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