ASE Group Company Culture

ASE Group Company Culture

What makes your company unique? It may be the services you provide or add-ons provided to your clients, or even just the relationships you build, but in the end all of that go back to the culture of your brand and company. In an article written by Mattson Newell, he references that 92% or C-suite executives say that improving their firm’s corporate culture would improve the value of their company.

At ASE Group, Inc. we have truly embraced that and know that our culture is what makes us stand out in the Meeting and Event Industry. We build our team up and ensure that together, we grow. Every company should continually be striving to improve their culture as technology and social media continues to evolve. Over the years, we have found that there are certain steps that you can take to transform your corporate culture, which Mattson Newell outlined in an article named Three Ways to Improve Corporate Culture:


To understand culture, we first need to understand what we want our culture to achieve. Simply stated, culture impacts results. So what are the results you are trying to achieve? Organizations have strategies, tactics, missions, visions, values, KPIs, and the list goes on and on. How do you identify your organization’s top results (what we call Key Results)? We would define the Key Results as, “The top three or four results that are strategically critical to the success of the organization.” Limiting the number is imperative. We recently worked with a large healthcare organization and met with the CEO. In our initial meeting, we asked him what the Key Results of the organization are and if everyone knew what those were. He proudly responded that they were very clear on what the Key Results were and that everyone knew them because just the month prior they had distributed the three-page handout with all 132 results on them!

We explained the concerns we had around a list that long, and after coaching and working with him, we were able to get him to pare down his list to four major Key Results. Now, many of the results on the list of 132 were not actual Key Results; rather, they were tactics or KPIs that fell under the four Key Results we just got aligned on. But now, equipped with the “Big 4,” he was able to continually speak to them, and employees were actually able to remember them without having to go to a three-page handout. Key Results usually fall into the following buckets: increasing revenue, decreasing costs, customer or employee satisfaction, and other enterprise-wide initiatives that are imperative to the success of an organization. While each industry and every company has different areas of focus that they deem pertinent, it is crucial that these results are defined in such a way that they can instill and foster a culture that can produce these results.


To manage culture, we first have to define it. We define it simply how people think and act in an organization. So, basically, we change the way people think and act to achieve new, better, and different results. Often, leaders are looking for more “traction” in the change process—more early adopters, better results, and faster progress. Roger Connors and Tom Smith introduced the world to The Results Pyramid® model over two decades ago. They are the founders of Partners In Leadership, four-time New York Times Bestselling authors and the recognized global experts on this topic. The Results Pyramid model is a simple yet very effective means for understanding the connection between the way people currently think and act and the results you want. The model shows that the results you are getting come from the actions people take. The actions people take come from the beliefs they hold about what they should do and how they should do it. Those beliefs come from the experiences they have. In other words, experiences foster beliefs, beliefs drive actions, and actions produce results. To change the results you are getting, the model suggests you have to change the beliefs people hold.

The best way to start is to develop a clear understanding of the key cultural shifts that need to occur from the current culture (what we call, C1) to the desired culture (C2). Remember, in our model, the current results (R1) is produced by C1. R2, the results you need to achieve—which are different than the R1 results you have been getting—is produced by C2. Identifying what C2 looks like is critical. To facilitate this, the leadership team of an organization needs to identify a set of Cultural Beliefs® that guide the change process. Cultural Beliefs are a set of beliefs and values that, if demonstrated by leaders and the workforce, should result in a C2 capable of delivering R2. These beliefs guide all of the coaching, communication, and feedback that teams give one another throughout the organization. Cultural Beliefs ultimately drive


Once you have the results and desired culture clearly defined, now you have to define who is accountable to make the necessary shifts. Many leaders fail to clearly define results because there is a sense that, if they do, they will be the only ones accountable to achieve them. A great example of this can be seen in the culture of one of the largest energy companies in the United States, a Fortune 1000 organization we have been working with over the past five years. When we began our work with the executive team, it was clear that there was no alignment and no accountability for achieving their results. A silo mentality was rampant as the operations team was focused on cutting costs and getting lean, the customer service department was focused on responding to customer issues, and human resources was focused on retention of employees. They were all focused on their own objectives. In fact, if you would have asked the leaders who was accountable for safety, they would have all turned and pointed to the safety manager! The reality is we need everyone, regardless of if they are in operations, customer service, or HR taking accountability for safety. The same holds true for each of the Key Results, and it starts with an organizational foundation of accountability

Start today! Nothing impacts a company more than the culture that the people and leadership build. Follow these steps and improve the culture of your company immediately. By doing so, you will add value to your team and company.

Mattson Newell is an Author for Partners in Leadership. To view the article referenced, please follow this link:


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