It's astounding that despite a century of research and countless efforts, we still struggle to move the needle on improving and retaining talent, engagement, performance and fostering a great culture.

If you're a leader and you're feeling disappointed or disillusioned by this lack of progress, you're not alone. We can all feel a sense of futility and frustration when our relentless efforts to create positive and meaningful change don't achieve the results, we desire.

A big part of this persistent and perplexing problem is that organizations place most of their efforts and resources on strategies aimed at recruitment. It's noble and logical to prioritize recruitment to enhance engagement, optimize performance and build a great culture, but if we don't focus on retention, even the results garnered from great recruitment efforts will unravel, and they can unravel quickly.

As leaders, we all want a great culture—there is no shortage of desire, talk, and hope for greater retention. However, many retention efforts struggle and get stuck even when prioritized. This stems from the unfortunate reality that two fundamental steps have been missing: without attention and intention, retention isn't even possible.

The Solution is AIR

The solution for feeling deflated is AIR - by focusing on Attention and Intention in the pursuit of Retention, the impossible becomes possible. By applying the AIR method offered here, we can start to breathe new life into our individual and collective efforts towards the great things we desire.

Introducing the AIR acronym - a simple yet profound framework designed to address this very challenge. By focusing on Attention to Values and Behaviors that Matter, taking an Intentional Approach to put values into action, and prioritizing the Retention of those values through consistent practice, organizations can break free from the cycle of stagnation and move towards building a preferred culture that truly supports their goals and aspirations.

Attention to Values and Behaviors that Matter (A)

The first step is to pay close attention to the values that are truly important to the organization and the behaviors that align with those values. This involves engaging employees in conversations about what values resonate with them and reflect the organization's mission and vision. By fostering a shared understanding of core values and desired behaviors, leaders can lay the foundation for a strong culture.

3 Ways to “Do” Attention

1. Engage in Values Discovery Workshops:

Organize workshops or focus groups with employees at all levels to identify and define the core values that drive the organization. Encourage open dialogue, active listening, and reflection to uncover shared values and behaviors that are important to the team.

2. Align Values with Decision-Making Processes:

Integrate the identified values into key decision-making processes within the organization. Ensure that values are considered when setting goals, making strategic choices, and resolving conflicts. This alignment reinforces the importance of values in daily operations.

3. Communicate Values Consistently:

Use multiple communication channels to consistently reinforce the organization's values. Share stories, examples, and testimonials that demonstrate how values are lived out in practice. Leaders should embody these values in their own actions and communications to set a positive example for others.

Intentional Approach to Put Values into Action (I)

Once the values and behaviors have been identified, it's crucial to take intentional steps to put them into action. This involves aligning organizational processes, policies, and practices with the identified values, as well as modeling those values in decision-making and day-to-day interactions. Leaders play a key role in demonstrating and reinforcing these values through their own actions, setting the tone for the entire organization.

3 Ways to “Do” Intention

1. Create Action Plans for Values Implementation:

Develop specific action plans that outline how each value will be translated into tangible behaviors and practices within the organization. Assign responsibilities, set deadlines, and establish metrics for tracking progress. This intentional approach ensures that values are not just ideals but actionable guidelines for behavior.

2. Provide Values-Based Training and Development:

Offer training programs that help employees understand how to embody the organization's values in their roles. Provide opportunities for skill-building, role-playing, and feedback to reinforce the importance of living out the values in day-to-day interactions.

3. Recognize and Reward Values-Aligned Behaviors:

Implement recognition programs that celebrate employees who exemplify the organization's values in their work. Publicly acknowledge and reward individuals and teams who consistently demonstrate behaviors that align with the values. This reinforces the importance of living out the values and encourages others to do the same.

Retention of Values through Consistent Practice (R)

The final step is to focus on retaining the values and behaviors by consistently practicing and reinforcing them throughout the organization. This requires ongoing attention to ensure that values are not just talked about, but also lived out in all aspects of the organization. By embedding values into performance evaluations, recognition programs, and organizational rituals, leaders can help solidify a culture where values are upheld and celebrated.

3 Ways to “Do” and Achieve Retention

1. Embed Values in Performance Development:

Integrate values into performance evaluations and feedback mechanisms. Assess employees not only on what they achieve but also on how they achieve it in alignment with the organization's values. Provide constructive feedback and coaching to support continuous growth in values-based behavior.

2. Incorporate Values into Organizational Rituals:

Infuse values into regular organizational rituals and traditions. Celebrate milestones, successes, and achievements in ways that highlight the role of values in driving those outcomes. This helps reinforce the connection between values and organizational success.

3. Sustain Values through Ongoing Communication and Engagement:

Keep values at the forefront of organizational conversations and initiatives. Encourage ongoing dialogue about how values are being lived out, share success stories, and address any challenges or opportunities related to values alignment. Engage employees in regular discussions to maintain a strong focus on values retention.

Beyond Better with AIR

Organizational culture can be complex, but it doesn't have to be unnecessarily complicated. By embracing the AIR framework - Attention, Intention, and Retention - leaders have a practical and powerful tool to navigate preferred culture-building with clarity and confidence.

Better Attention + Better Intention = Better Retention.

Through deliberate attention to values, intentional actions to put those values into practice, and sustained commitment to their retention, organizations and their leaders can move closer, if not beyond, their vision of what a better culture can be.

Stephen de Groot is President and CoFounder at Brivia. He is the author of Responsive Leadership (SAGE, 2016) and Getting to Better: A New Model for Elevating Human Potential at Work and in Life (Fall, 2024). To learn more about Stephen, his work and the Brivia approach click HERE.