Akramoff

Getting workplace culture right is a matter of life and death. I have witnessed it, and that is why Akramoff is here today,” says Glenn Akramoff, CEO, Akramoff. Building and maintaining a positive work culture with content employees is no easy task. Companies often overlook work culture, structure, systems and processes, and performance monitoring. Many aren’t even prepared to address the influence of ‘external forces’ that impact them. All of these lead to unhealthy outcomes, ranging from the emergence of unwritten rules that serve only select individuals and instability of work process during, say, a leadership change, to the use of functionally inadequate systems and gradual dilution of work processes. Not to mention the bottled-up frustrations of the workforce from toxic work culture, productivity losses, and impacts on physical and mental health.

This is where Akramoff comes in, enabling healthy and happy work cultures, where employees feel welcome and, in turn, give their very best. They are experts in assessing organizations for factors that negatively impact work culture. Akramoff’s executives serve as interim leaders in their clients’ organizations to induce a holistic and positive change in the work culture. They also coach the clients’ workforce and leadership in the creation of amicable workplaces.

The interim leader interviews everyone in the organization—from management to stakeholders to customers—to uncover unwritten rules and other undesirable work culture elements. That leads to comprehensive assessment reports that include recommendations for measures clients can implement to harmonize their work culture.

Once all stakeholders support the report, Akramoff draws a plan of action for moving forward, taking small, meaningful actions to develop trust with the clients’ workforce. The changes can be as simple as addressing improper seating arrangements or implementing high-speed internet—things that employees generally complain about. The company then increases the momentum, fostering change that includes implementing newer, fully functioning systems and creating winning strategies. “We work on putting people where their skill sets belong, and then we start building jobs around the human in them,” says Akramoff.

Akramoff’s interim leader will gradually start handing their responsibilities to some of the clients’ newly appointed leaders and support them in every way possible throughout the transformation. “Rather than us leading the change process, the client starts leading it. They start doing change and doing the things good leaders do, and we’re there to support them,” adds Akramoff. Post transformation, Akramoff’s just a phone call away with any needed future support.

Akramoff believes that getting emotionally-involved with their client is the best way to transform them for the better. To that end, instead of just looking for what changes can be made in the work culture, the company thoroughly searches for why the employees are unhappy and then strives to fix it. “You can’t take emotions out of human beings. So why would you try to take it out of the workplace?” Glenn asks. For this reason, many of its clients are operating at high effectiveness years after working with the Akramoff.