Clark County, Washington
This case study will explore the 1½-year organizational-wide cultural change initiative within the Clark County Government workforce in the state of Washington. Clark County Government is home to over 1,600 employees and is the largest employer of Clark County in the state of Washington. This case study will describe it’s unique context, challenges, diagnosis, strategic approach, applied solutions, and business outcomes that we, at Leadership Alive®, Inc. designed, implemented, trained, and systematized for the leaders, directors, managers, teams and employees at Clark County Washington.”
Thanks for pointing us in the right direction, Chris! It was an absolute pleasure learning with you. We certainly appreciate all your insights and inspiration. –Ron Zito, Human Resources Manager
A Strategic Solution
Senior Mangement along with a Work Place Improvement Program Task Force (WIP) was assembled to research possible solutions to reverse this cultural deficiency of employee cynicism and trust erosion. Servant Leadership models were explored as a possible solution. A county-wide strategic solution was proposed by Christopher Meade, PhD and the WIP team. Starting at the top of the organizational, the Trusted Servant Leadership Model™ would be taught to senior leaders, directors and elected officials first. It would then cascade down to managers and supervisors. It would then be taught to team leads and high-impact individual contributors. Finally, a group of in-house facilitators would be, trained, empowered and released to scale the change initiative to the other 1,300 employees.
The Strategic Rollout Process
A total of 300+ leaders were trained in Leadership Alive’s Trusted Servant Leadership Model.™ Five cohorts of leaders (between 40-60 per group) were trained over six-weeks (five, 4-hour training sessions, once a week). The training would consist of content expertice, learning groups, breakout activities, homework, reflections, collegial relationship building, a forum compiling of best practices, and a system established to gather shared-insights. A customized Servant-Leadership curriculum was created and used. During this time, a Trusted Servant Leadership Alumni Group was formed internally to sustain and embed the change initiative into the organization.