Organizational change initiatives fail for many reasons, but one frequent contributor to failure is the simple absence of a shared concept of excellence. Change is hard enough; try doing it without having an objective standard that supports it. Recognizing this, Harings laid the groundwork for a unifying vision by championing the KN Behaviors, a simple, flexible platform that aligns the organization’s vast network around a shared set of comprehensible action areas.
Demonstrating Drive + Commitment. Fostering Collaboration + Teamwork. Developing Self + Others. “As you can see, the KN Behaviors aren’t restrictive or confining. They’re inspirations; they’re guides,” says Harings. “They’re directional, a call to elevate our performance.”
That flexibility is why they represent an ideal platform from which to drive transformation. Over a period of a year, Harings and his team introduced the KN Behaviors with extraordinary precision. Activated by the global HR community, the KN Behaviors found their way purposefully into job descriptions and performance reviews, into leadership training and strategy planning. Showcased in every office, anchored in every vision meeting, the KN Behaviors are now lingua franca within the organization.
Why does this matter? Because when Buhl began his quest to transform, a language already existed to support the legitimacy of his efforts, and a ubiquitous tool had made its way around the world, waiting to be brought to life.