What if the thing you say you value showed up in what people actually do?
Culture isn’t what’s on the wall. It’s what gets repeated, what gets rewarded, and what gets ignored.
A performance-based culture is built the same way every time: name the belief, define the behavior it produces, then measure whether the behavior is actually happening.
Every culture has a gap — the distance between what a team says it values and what it actually rewards. People don’t follow the poster. They follow the pattern.
Closing it is mechanical: five things that must be true, three things you can do about it, two things you measure to know it’s taking hold.
5 – 3 – 2 = Zero Gap
Belief into behavior. Behavior into improvement. That’s culture you can measure.
- Belief — name what you stand for in one sentence
- Behavior — define what it looks like on a Tuesday
- Measure — prove the behavior is taking hold
- Small wording shifts that open people up instead of guarding
- “Why” → “What” · “Tell me” → “Help me”
- Remove the reason to guard the answer
- A 5-step framework for outreach that gets a response
- Start with agreement, offer value, make “yes” easy
- Stop chasing prospects; start earning replies
What a performance culture does
Intentional Awareness
There are three kinds of awareness. Tap each to open it.
Motive
- Why does this matter to them — people, time, or the bottom line?
- Why now? What changed — a departure, growth, a new initiative?
- Why should they trust me to help?
People
- Who has a say — Economic, Impact Owner, Guardian, Coach?
- Who lives with the problem day to day — the team carrying it?
- Who haven’t I accounted for yet — procurement, IT, operations?
Measure
- How will they know it’s working — what improves?
- How are they handling it today — internally, with a partner, or both?
- What are they judged on — speed, cost, quality?
Movement
- What’s the next step I’m asking for — a call, a demo, an intro?
- What’s the smallest commitment that moves this forward?
- What do I owe them when we hang up?
The observable
- Describe it as an action, not an attitude.
- What would a new hire see in week one?
- What would you film if you had to show it?
The current signal
- What gets praised in this team right now?
- What gets tolerated?
- What behaviour actually gets someone promoted here?
The contradiction
- Where does the stated value cost someone something?
- Where do the metrics push the opposite way?
- What do people do when the two conflict?
The measure
- What number moves — and by when?
- Who feels it first, inside or outside the team?
- What would make you confident it wasn’t a one-off?
From their title, decide which role they most likely play and what that role tends to value. A culture holds when all four are present:
Title tells you what they value.
Let’s stop asking “What question gets me a meeting?” & start asking “What question uncovers their Mindset?”
The best questions are simple, conversational, and easy to answer — the kind that don’t feel like discovery. Work them in this order, and each answer opens the door to the next:
Establish context without sounding like discovery.
- What do you know about…?
- How are you currently handling this?
- What does your team look like today?
- Are you handling this internally, with a partner, or both?
- Has anything changed recently?
- What’s hardest to get right?
- What are you focused on this quarter?
Where most of us struggle. Instead of asking about facts, ask about experience — these seven tell you almost everything about their Mindset.
- How’s that been working for you?
- How do you feel about where things stand today?
- What’s been the biggest challenge?
- What’s been the most frustrating part?
- What’s taking more time than it should?
- Where do you feel the most pressure?
- If you could change one thing, what would it be?
People don’t buy your product. They buy improvement.
- What would success look like?
- What’s most important to improve?
- If this went exactly right, what changes?
- What would make the biggest impact?
- What’s costing you the most today?
- What would free your team up?
- Where do you think the greatest opportunity is?
Timing separates a real opportunity from a someday.
- Why is this important now?
- What’s driving the timing?
- What happens if nothing changes?
- Is there a deadline you’re working toward?
- What made this move to the top of your list?
Know who matters before you go further.
- Besides yourself, who else is involved?
- Who ultimately decides?
- Who will use the solution every day?
- Who else would want to weigh in?
- What does success look like for them?
“It sounds like [Situation] is creating [Impact]. If there were a way to [Improvement], would it be helpful to see how?”
“It sounds like the manual work is putting more pressure on your team. If there were a way to take that off their plate so they could focus on what matters, would it be helpful to see how we might help?”
- Growth “It sounds like you’re looking to…” → improvement
- Trouble “It sounds like this is creating…” → relief
- Even Keel “It sounds like things are working, but…” → possibility
- Overconfident “It sounds like you’re comfortable with where things are…” → curiosity
Decision Maker phrasing shown. Tap any question to see how it changes for the Guardian, Impact Owner & Coach.
Defines the outcome — clarity
Reveals the process — reality
Identifies friction — truth
Tests commitment — decision
- The belief is written in one sentence anyone can repeat.
- The behavior is specific enough to watch happen.
- Leaders model it, not just endorse it.
- It happens when no one is checking.
- Doing it is realistic inside the current workload.
- Nothing in the scorecard punishes it.
- Someone owns reinforcing it week to week.
- There’s a number that moves if it’s working.
- Peers correct each other without a manager present.
- A new standard, a new leader, or a miss worth learning from.
- Turnover, or a result that exposed the gap.
- The old way just stopped producing.
- Who is carrying the behavior alone right now.
- Who is quietly opting out.
- Who can make the reinforcement stick.
- A review rhythm already exists to hang it on.
- The impact is already being felt.
- They're already looking.
Ever negotiate with a 5-year-old?
They already know what they want.
By 11, they learn to read the room.
The skill we spend the rest of our lives learning is why people want what they want.
That’s not persuasion. That’s awareness.
Simple Shifts
Change the word. Change the answer.
Change the word. Change the answer.
Same question. Different door. Tap any swap to open it.
Gold for Ghosting
Awareness earns the meeting. This earns the reply.
5-Steps to Earning a Response
How to get a response without chasing people.
Tap any step to open the swap — what to stop saying, what to try instead, and why it works.
The psychology
A UO Sales Manager reached out to a group after discovering limited information online indicating they were planning a trip to Orlando.
Good Afternoon,
Thank you for choosing Orlando & allowing the City to assist you in hosting The 2026 National Championships! (This is a mutually agreeable fact) On behalf of our Gold Key partnership with the Orange County Convention Center, your group qualifies for discounts up to 40% off Universal Orlando tickets. (Provides unique offer while acknowledging their choice & giving UO credibility)
Would you be against hosting a link for your Teams, Athletes, Coaches & Parents to save on their tickets? (Get your Yes with their No) We also have programs for you to resell them the tickets & raise money for your organization while still offering a substantial savings to the attendees. (Allow two choices, no more. Always two never three.)
If there were a way to provide your group with either one or the above options, what would be the best number to reach you at? (This is an easy to answer question)
Much appreciation,
Name
Title & UO signature line
A recent graduate from Embry-Riddle’s Engineering program was struggling to get responses to his job applications and resumes. After repeated silence, the outreach was going nowhere — so he changed the approach.
Afternoon Clay, (Email contact at Northrop Grumman he found online)
Congratulations on the launch of Lumberjack! (A mutually agreeable fact) As a recent Engineering graduate from Embry-Riddle Aeronautical University and having heard about its development just over a year ago, I can only imagine how rewarding this milestone must be for you and the team. (Sharing himself as the unique offer & appreciation of someone else’s accomplishment is always adding value)
Would you be against a quick call to share 3 or 4 key decisions that helped shape your career path? (Gets a Yes with their No) Alternatively, I’d be happy to stop by next time I’m in the area to drop off my resume in person. (Allow two choices, no more. Always two never three.)
What would work best for you? (An easy to answer question)
Much appreciation,
Jeremy Jackson
A Sales Manager at a healthcare staffing firm received a list of contacts from a colleague who had recently attended a healthcare conference. Using the five-step format, he successfully engaged several of those prospects.
Good Morning Todd,
We both value clinical excellence and sustainable staffing models. (A mutually agreeable fact) As you spoke with Garrett Williams at a recent conference, I understand he discussed our Transition and how it works as a bridge when insourcing a service line or switching between groups. (The unique offer — delivered as information, not a pitch)
If there were a way we could enable Peace of Health Medical Center to make the move to an employed model, ensure full schedule coverage in the process, and improve read turnaround times — would you be against meeting with my VP and I on 11/17? (Got his Yes with a No — and opened with “If there were a way…” not “If I had a way…” which would have subconsciously implied Brian knew more than the prospect)
We will be visiting Peace of Health St. Johns from 11 – 1:30pm on 11/17 to discuss our program for multiple service lines there.
Shortly after we meet to better understand your specific needs, we could move forward with a detailed clinical discussion to assess how our solution would look in execution.
Would a meeting on 11/17, sometime between 3pm – 5pm or a dinner that evening work better for you? (Allow two choices, no more. Always two never three — and easy to answer.)
Much appreciation,
Brian
What You Take With You
Open it, fill it out, keep it.
Knowing what to do, how to do it & why it matters. One objective, the two commitments that protect it, the planning matrix, and the honest questions at the end of the period.
Open & fill ↓ DownloadYour weekly cadence. Three accomplishments from this week, six planned for next week, and one teammate who went the extra mile.
Open & fill ↓ DownloadPrep one opportunity. Frame it, score fit and readiness, map who has a say, and leave knowing what they want to improve.
Open & fill ↓ Download
The ten questions that uncover who cares, what they care about, and whether now is the right time — each mapped to the buying influence it reveals and the value lens behind it.
Open the key → ↓ DownloadPick the buying influence, their mindset, what they value and your timing — the builder frames your outreach on the 5-Step framework. You bring the specifics.
Open the builder →