Know / Feel / Do®

As a senior leader, you probably invest in things like internal communication, change management, leadership development, “employee engagement,” culture-shaping, or all of the above. Your goal is to ALIGN people in support of business results. But are you confident in your ROI?

We are dedicated to a radical proposition: that all alignment efforts (internal comms, change management, "engagement," etc.) should directly and measurably support your ability to deliver business results. (Otherwise, what's the point?)

Our Know / Feel / Do® methodology powerfully addresses this need. It explicitly and measurably links your alignment efforts to the needs of the business. The five steps:

  • Define your leadership alignment agenda, your Know / Feel / Do® goals. That involves helping you rigorously answer this question: “To produce the business results to which we’ve committed, what do we genuinely need our employees (or other stakeholders) to know? To feel? To do?” (Click here to see examples of Know / Feel / Do goals identified by senior teams across a variety of industries.)
  • Measure baseline Know / Feel / Do® goal scores, so you know where you’re starting from. The resulting metrics should become KPIs on your scorecard (if you have one), “leading indicators” of real business performance. (Click here to see sample pages from a Know / Feel / Do measurement report.)
  • Develop and implement an alignment strategy to move the needle on your leadership alignment agenda. Our research shows that leaders align their organizations (or fail to do so) based on the signals broadcast (intentionally or unintentionally) across Five Frequencies®:
  • 1. Leadership decisions and actions
  • 2. What you reward and recognize
  • 3. What you tolerate (or don’t)
  • 4. Informal communications
  • 5. Formal communication

A comprehensive alignment strategy broadcasts deliberate, consistent signals on all Five Frequencies®. (And it integrates alignment efforts—internal communication, change management, “engagement,” leader development, etc.—that might otherwise remain unfocused and uncoordinated.)

Conduct periodic measurements of progress against your alignment agenda (as captured in your Know / Feel / Do® goals) so you know which parts of your alignment strategy are working.

Adjust your alignment strategy based on the data. Double down on what’s working and re-calibrate where needed.

If you’re familiar with the Deming Cycle (Plan, Do, Check, Adjust), you probably already recognize it here. We help our clients elevate organizational alignment as an honest-to-goodness business process—so that it becomes just like every other business process you treat seriously: metric-driven and continuously improved in support of the outcomes to which you and your teammates have committed.

If you’re interested in more directly, effectively, and measurably aligning people in support of business results, contact Tanya Mann via email or phone: 215/422-2670.

“Thank you for the incredible difference you made in how PG&E thinks about communicating with and engaging its 22,000 men and women. The Know / Feel / Do® method has taken root. It’s rare that consultants come into a company and actually leave it better than before they arrived. You accomplished this rarity, and all of us are deeply grateful for your efforts.”
–Greg Pruett, Senior Vice President, PG&E (Fortune #183)