the accordant way
Become the organization of choice for investors, customers, talent, vendors, and communities.
“At Chevron, we used a disciplined, data-driven systematic process as part of our business strategy to achieve desired outcomes in diversity and inclusion. The Chevron Way is consistent with the Accordant model particularly on the premise that ‘we treasure what we measure’ and it is everyone’s role and responsibility to be a leader, under the principle, ‘If you see it you own it.’”
S. Shariq yosufzai
former President, Global Marketing & Vice President, Global Diversity at Chevron
"We at Club Coffee used the Accordant approach in increasing stakeholder engagement. This drove our improved performance and innovation, where we developed the world's first compostable coffee pod, and other single serve plastic free options."
CEO at Club Coffee
"Fundamentally, the longest legacy in DuPont for its 200+ year history is core values. Others would also say science-driven innovation. At DuPont, we used an Accordant type scientific approach to apply our 'Core Values' of Safety, Health, Environmental Stewardship, Respect for People, and Highest Ethical Behavior."
former Chief Engineer and Chief of Staff at Dupont
"During a period where there was a worldwide shortage of pharmacists, we became the employer of choice by using the Accordant approach; which enabled us to double the number of store locations in a short seven-year period."
former Executive Vice President & Management Partner at Shoppers Drug Mart
"The Accordant approach at Weston/Loblaw in developing a non-adversarial, partnership with the unions that represented our employees; gave us a distinct advantage against our competitors, most of who were non-union."
former Executive Vice President of Labour Relations at Weston/Loblaw
A SYSTEMATIC, COLLABORATIVE Approach
Engagement Surveys can help you keep score, but they are often too superficial to unearth long-standing cultural issues that drive real employee discontent and create areas of organizational risk.
When premier, well-intended public companies experience employee unrest, it is clear that new techniques are needed.
At the beginning of every assignment, we first get to know your company – its unique history, vision for its future, the expectations your stakeholders have, and the expectations you have of them.
Then we work with you and your team to systemically assess your culture, and eight attributes that research has shown are important for creating cultures that fully engage stakeholders toward achieving organizational goals.
Accordant’s CORE Conditions for Active Engagement
The level of Trust throughout the organization
the security people have
The degree of Diversity and Inclusion
The sense of Purpose across the workforce
The level of Efficacy associated with the work
The confidence of every colleague to Speak Truth to Power
a sense of camaraderie between stakeholders
the emotional intelligence of your leaders and managers
This diagnostic approach creates a sense of focus and priorities for us to recommend evidence-based solutions that will have the greatest impact on your organization.
what we offer
Diversity & inclusion strategies
Diversity, inclusion, and engagement initiatives must align with broader business strategies if they are to take root and transform your culture.
Accordant combines a proven data-driven approach to establish diversity, inclusion, and engagement as business imperatives with operational processes to drive sustainable change across your organization.
Our programs are designed to help you elevate diversity, inclusion, and engagement from a human resource initiative to a foundational pillar of your organizational culture.
making emotional intelligence a core competency
It is no longer possible, or desirable, to have your employees “leave their emotions at the door.”
Transforming command and control cultures into inclusive workplaces of coaching and collaboration requires higher levels of emotional intelligence.
Accordant Co-CEO, Andrew Faas, has been a long-time collaborator with The Yale Center of Emotional Intelligence, whose ground-breaking research has informed our development of workshops, programs and processes that can help you develop a more emotionally intelligent workforce.
coaching & mentoring
Achieving a high engagement, diverse and inclusive culture requires instinctive behaviors that support your organizational strategy, goals, and values.
Operational changes are important but truly inclusive workplaces are driven by adaptive changes across your management team.
Our executive coaching processes are tailored to each individual’s needs and their learning, problem-solving, emotional and behavioral styles for authentic and sustainable mindset-and-behavior change.
the accord performance model
The annual performance review has had its day. But do informal weekly check-ins and constant online surveys serve employees or employers any better?
The Accord is a value exchange model which establishes the framework to build constructive and positive workplace relationships.
Managers are given the tools to set out the clear expectations they have of employees in terms of performance, behaviors and attitudes.
The employee is then given the opportunity to solicit what they need in return to deliver on those expectations.
Once agreement is reached, it becomes their Accord.
Regular check-ins can then be focused on the Accord to ensure that the commitments and expectations on both sides are being met.
We are management advisors with experience in business operations and academia creating high-performance emotionally intelligent learning cultures, inspiring multi-cultural teams, and managing large scale organizational change.
We combine academic rigor with the realities of organizational dynamics to transform evidence-based research and human insights into practical business solutions.
S. Shariq yosufzai
Shariq spent over 30 years in global leadership positions at Chevron, Texaco and Caltex, including Vice President, Global Diversity, Chevron Corporation, where he was responsible for Chevron’s Diversity & Inclusion (D&I) and Ombuds functions.
In 2015, Chevron received the prestigious Catalyst Award for innovative organizational approaches in the advancement of women.
He was selected as one of the 2015 Top 50 Diversity Professionals in Industry worldwide by The Economist’s Global Diversity List and in 2017 was named among the Outstanding 50 Asian Americans in Business by the Asian American Business Development Center.
Andrew is an expert in organizational dynamics, bullying, and performance optimization. He is a leader in creating strategies to develop psychologically healthy, safe, and fair workplaces.
His hands-on, dedicated approach has earned Andrew a strong reputation for fostering successful organizational transformations and shifting toxic corporate cultures.
Andrew’s book, From Bully to Bull’s-Eye: Move Your Organization Out of the Line of Fire, details his personal and administrative experiences battling against bullying and the corporate cultures that embolden it.
David R. Caruso
David is the co-author of the Emotional Intelligence Test (MSCEIT) and has provided feedback to thousands of executives. He and colleague Peter Salovey also wrote the “how-to” book, The Emotionally Intelligent Manager.
Gayle J. Gibson
Gayle was previously the head of central engineering, and chief of staff to the Chair of the Board and CEO at DuPont, where she led operating processes for the top 3 levels of leadership.
DR. Heidi Brooks
Heidi specializes in large-scale culture change projects focused on individual and collective leadership effectiveness and pioneered the Everyday Leadership course at Yale.
PROF. Jochen Menges
Jochen is a leadership expert, a professor at the University of Zurich, and lecturer at the University of Cambridge, who has worked with companies like Google, L’Oreal, Microsoft and Rolls Royce.
DR. JuliA Moeller
Julia is a Motivation and Emotion Researcher and Assistant Professor of Educational Psychology at the University of Leipzig, Germany, and a Jacobs Foundation Early Career Research Fellow.
Patrick is Executive Director of The Faas Foundation and founding member of the Yale/Faas Foundation Core Group for the Emotion Revolution in the Workplace.
Roy R. Conliffe
Roy retired from Loblaw Companies Ltd and Weston Foods after 35 years, as the Executive Vice-President, Labour Relations. He also served as co-chair of the Joint Labour Management Food Retail Committee based in Washington, D.C.