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Setting Change Cadences for Success and Significance

Wayfinder: Truths, Tools, and Triumphs to Help Leaders Find Their Way

Part 2: Design Labs to Create a Curious Culture Focused on the Outcomes that Matter

Chapter 5: Set Change Cadences for Success and Significance


Research is formalized curiosity. It is poking and prying with a purpose.  -Zora Neale Hurston

Setser Group has a saying, “We like to work with people who don’t suck.” As we begin a design charette with a new client in Atlanta, Georgia this week, we had the client team take the Predictive Index test before we met in person. The Predictive Index measures behavioral drives (Dominance, Extraversion, Patience, and Formality) as well as cognitive ability. PI assessments help business leaders understand the needs of a specific role, team, project, or business strategy.


You can learn more about the PI individual and team profiles here >> https://www.predictiveindex.com/

From Predictive Index


By understanding our individual and team profiles, we can learn a great deal about our individual needs and whys, as well as how we can team together for organizational success in 2024. As we set goals and 90-day metrics for success, we want to be certain we have the right folks on the right seat on the bus for the overall effort as well as on the sub-project teams who will bring about success.


After we get to know each other in our design charette, we typically invoke some tools to drive the what behind our time together. 


Some examples at Setser Group include:


We use our Illuminator GPT Tool to analyze the organization's company overview to populate an initial SWOT analysis as to the current state of the organization. We then work with the team to use a heat mapping approach with green, yellow, and red digital dots as to what Illuminator got right, what needs more tuning on our prompts, and what is off base or a possible hallucination in red. 


This allows us to share our screen with others in the room and provide a digital dot strategy on a Miro board to go deeper into where we actually think the state of the organization is headed into 2024.

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