The art and science of experiential leadership: culture at the core of process change success

Abstract

Purpose To show that: as leaders refine business performance, they are increasingly focusing on human capital performance – how leaders and teams deliver outstanding performance and productivity. Leaders who are paying practical attention to the inner aspects of behavior are often reporting strong cultural shifts in individual engagement and collaborative teamwork affecting all aspects of company performance. These personal aspects of performance can be effectively addressed using the experiential techniques and approaches common to the arts and performing arts. Design/methodology/approach This article describes the case of Harcourt Assessment, a large education testing and publishing business, which underwent a dramatic business turnaround in 2006‐07. This article is based on analysis of the change methodology adopted by Harcourt Assessment and its consulting firm, The TAI Group, in 2006‐2007, extensive interviews of key executive participants in the engagement, and analysis of the firm's employee survey in 2007. Findings Participants in the turnaround of Harcourt Assessment were consistent in their assessment that the deliberate adoption of a change strategy focusing on individual motivators and collaborative group alignment using a creative, performing arts‐based approach was critical to the project's success. These evaluations were also consistent with the attitudinal changes reported in the 2007 employee satisfaction survey of views on senior team performance, teamwork and collaboration, strategy and trust. Originality/value The case study and findings demonstrate the measurable value of adopting a practical, disciplined approach to profound corporate culture change based on the experiential principles of the performing arts. This approach, with individual motivations and behavior at the core, can be critical to creating an aligned culture capable of delivering sustained high performance.