About us

We are Culture-Driven

We Believe Culture Drives Results. C3 offers consultancy based sales, management and leadership training through the proven Culture-Driven Framework.


Why focus on culture?

Corporate Culture can help you live your company purpose and vision, promote better teamwork, employee morale and your company can become a better work place.

What is corporate culture?

"Culture is what people do when no one is looking" Herb Kelleher, Former Chairman Southwest Airlines

Why should it be your priority?

It produces 3X more profit per employee, 4X faster revenue growth and 50% better employee retention.

What we do

We help create corporate culture-driven people and companies


Our Mission is to stimulate real and lasting corporate culture change by instilling values and behaviors, which create organizations where people feel valued.
We consult with leaders on mergers and acquisitions, changing corporate culture, working with different generations, training your leaders and people on culture, etc.

We also help answer the question:

“What is corporate culture and why should you start with it?"

Our Programs

We Help You Every Step of the Way

Culture-Driven Selling

Don't Jump!

How Culture-Driven Sales-Behavior Rescued a Career

Jim was considered one of the top salespeople at a large chemical company.

That was, until his manager left. Jim was not a big fan of the new sales manager, Kevin.

Kevin was never trained in actual management. He frequently reminded the entire sales staff that they were not meeting his poorly articulated expectations. His moody treatment made no distinction between the worst performers, and the best, like Jim.

This took a toll on Jim's drive. He didn't respond well to managers who lived by the motto, "Beatings will continue until morale improves."

That quarter, Jim missed his numbers. This led to more bad blood with his boss, Kevin. Out of frustration, Kevin put Jim on a PIP (Performance Improvement Plan) with the aim of getting rid of him by the next quarter.

It just so happened, that during this same time, Jim was in a 6-month behavior-based sales training program with Corporate Culture Consulting, which included coaching calls every 2 months. On the day he was put on the PIP, Jim called in to say he was about to quit his job.

During that call he was allowed, and even encouraged, to vent, which took about 45 minutes.

Then Jim was reminded that he can't change his boss's attitudes and behavior, but that he did have complete control of his own.

He was coaxed to direct the energy generated by his agitation into his sales goals and to "keep his head down". He was told that the very attitudes and behaviors that had earned him the successes he had enjoyed, were now more important than ever. His current challenge was, in a sense, a final exam of all he had learned about not only the importance of the culture-driven organization, but the importance of projecting that as an individual. For what is culture, if not the contribution of individual behaviors?

Jim got back to work with these concepts in mind. He concentrated again on applying his high standards on what he could control, and shrugged off any negativity radiated by his boss, Kevin.

Not only did he not get fired by Kevin, but at the time that Kevin's ineffectiveness was raising alarms in upper management, Jim's drive and performance were being noticed. And, even more gratifying to Jim, so was his attitude!

Jim is now VP of Sales and hires us to train his people. He knows from personal experience that by training them in best-practice sales behaviors (sales culture), his team will get results, and as a bonus for Jim, be a lot easier, and more enjoyable, to manage.

Jim's team now wins Salespeople of the Year, and Jim, Leader of the Year.

Culture-Driven Service

Don’t Give Up The Ship!

How Culture-Driven Service Rescued a Division

At Will's large pharmaceutical company, there was a big push by his division to go from last to first in customer satisfaction ratings.

Even though his boss, Ben, was an experienced manager, he micro-managed and criticized employees for petty reasons. Meanwhile, Will was seeing real problems being ignored.

Just when Will thought competing with their divisions in other countries was a lost cause, management got serious and hired Corporate Culture Consulting.

He was encouraged that steps were being taken to improve their chances of moving out of first place, but was skeptical anything meaningful could be done.

The first thing that got his attention was that this training was unlike others he’d been through because the focus wasn’t on the processes outlined in the company manual.

Instead, words like “values” and “behaviors” were being thrown around as if they mattered.

Smile with Teeth

Some of these behaviors centered on making the customer feel appreciated. Will did that already, but it frustrated him to see others seeming to take their customers for granted. Now, he was starting to feel there was a chance his division might go places.

Along with smiling, and meaning it, and bringing a good attitude into the room, responsiveness and humbleness were emphasized. These were common sense to Will, but he could think of plenty of instances where this had not happened. In fact, he’d seen just the opposite. Some employees displayed a palpable annoyance and impatience, right to the customers’ faces.

It was beginning to dawn on Will, why his division was in last place in customer satisfaction scores.

Like others, he had convinced himself that the customers were the ones who didn’t understand how things work.

The consultant also presented examples of behaviors that expressed the willingness to listen, and show genuine concern. All that was packaged in a patient and caring approach that always made customers feel that they were in good hands.

Will shrugged, thinking it all sounded good but he couldn’t think of very many associates who would do those things.

But the consultant than introduced a set of values, and his boss let everyone know that they would be well-trained, and then evaluated regularly on their willingness to embrace these values and put them to work.

As part of the Culture-Driven Service and Culture-Driven Leadership programs, all participants would be coached in the behaviors that were an expression of the values.

Following the initial orientation, the consultant worked with groups and individuals on how to communicate in ways that showed empathy, caring and an eagerness to satisfy the customer.

Some of that training included role playing where they were treated with classic subpar behaviors.

This helped create a sense of empathy, and seeing things from the customer’s point-of-view, which is one of the core values.

A small engineering firm in the southeast U.S. experienced 20% of their employees quitting in one month!

The common complaint, but not the only one, was that leadership was “not liked”.

Randy, a salesman, and Rusty, an engineer were talking about what they should do, over drinks at a bar down the street from the firm.

It was 6 PM on a Friday. They were worried about what all the departures meant for them.

Randy knew he'd be picking up more sales accounts, which would normally be good, but he was already overloaded after two other salespeople left.

Rusty knew that he might be looking at not only working late everyday, but coming in some weekends in order for engineering to keep up.

Although they had never thought about it before, the idea of finding jobs elsewhere started to take root.

They both clutched their beer mugs and stared at the bar. How had it come to this?

Two blocks away, back at the firm, its president, Wilson Stadler, was beginning to become alarmed.

At first he characterized the employees who'd left as weak-willed and too sensitive.

While doing a stint as a Captain in the Army he was used to people doing what they were told. It didn't matter how they were told.

He didn't take it personally when a higher ranking officer was toe-to-toe in his face.

That kind of personal pressure is what got the job done. And it had here, until recently. So, why was everybody leaving?

Wilson had a partner named Eugene, the bean counter of the two. Eugene was never in the military. He didn't necessarily enjoy watching Wilson run roughshod over the employees. In fact, he'd called him out a couple of times but was told that the bottom line was solid, so what he was doing worked.

Only now, the bottom line was starting to sink, and that was a trend Eugene couldn't stand by and ignore.

Eugene convinced Wilson they needed to call in someone who could stop the hemorrhaging, before they had no employees left.

Wilson acquiesced only when Eugene pointed out it wasn't just how many were leaving. It was their best people jumping ship.

Having heard about Corporate Culture Consulting from a neighbor in the finance business, Eugene placed the call.

On the phone he cited employee retention as an issue, and asked what, if anything, could be done to suddenly make people want to stay.

He secretly hoped whatever was in the cure, it would make Wilson take it down a notch.


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Press


Our Article was posted on this Business Journal


We published a new article called "How Human Are You?"


We published a new article called "The three Values of Great Leaders"


We published a new article called "Are You a V.I.P. Leader?"

Our Amazing team


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Are you interested in "real and lasting change"?


C3-Corporate Culture Consulting is the leader in delivering culture change. We work with company leaders to make culture a priority so they can “live the culture they want.” If you want a better place to work, happier people, 4x faster revenue growth, 50 percent better retention and 3X more profit per employee, please contact us.