An established professional organization of nearly 500 members recognized they needed to improve their workplace culture.

All practitioners in this field required accreditation through the organization.

In a rapidly changing marketplace for talent, leadership sought to better reflect the needs and diversity of professionals now earning qualifications to become members.

The organization faced multiple complex obstacles to meaningful organizational culture assessment and change:

• Cultural issues: Suspected misogyny and significant toll on mental health were key concerns

• Resistance to change: Anticipated lack of buy-in from the 'establishment' within this esteemed profession, noted for its tradition

• Post-Covid pandemic dynamics: Attracting members back into offices when practitioners had adjusted well to remote working

• Limited authority: As the organization was not technically members' employer, they had limited scope to dictate and enforce necessary changes

• Generational divide: Differing demographics between senior and junior members in assuming culture would improve 'in due course' with limited intervention

• Reputation at stake: An internationally recognized brand facing vocal critics both within and external to the organization

• Talent pipeline concerns: Students from under-represented backgrounds (female, BAME, socioeconomically disadvantaged) were majority in their field but increasingly opted to work in adjacent organizations, avoiding this specialism

The organization's leadership found the compelling case for modernization detailed in the report impossible to ignore. This provided a strong foundation to address any doubters.

A Senior Board Member stated: "Your report and recommendations knocked it out of the park, showed who we really are based on the evidence, left no stone unturned and left naysayers realising maintaining the status quo that served only a few, was no longer an option."

In the following months, they received hugely positive response when asking for volunteers to work on four committees prioritizing recommendations on Diversity, Outreach, Well-Being, and Governance.

After reading the report, new volunteers for task forces responded with "lightning speed and unprecedented enthusiasm" taking on recommendations, as described by the commissioning leader.

The report was described by readers as a "healthy, and perhaps much-needed departure from our industry style," as well as "engaging and galvanizing."

Dr. Doyle-Morris had used quotes collected which made issues recognizable, even when the speaker was not.

The organization began making immediate changes via task forces.

Within months, they:

• Hired new dedicated staff to handle both mental health and inclusion issues

• Extended support for under-represented professionals in the organization

• Broadened outreach to support diverse professionals in the highly competitive industry more widely

• Established four active committees addressing Diversity, Outreach, Well-Being, and Governance

The organizational culture assessment provided the evidence-based foundation leadership needed to modernize while honoring the profession's strengths.

Dr. Suzanne Doyle-Morris is an ICF Master Certified Coach (MCC) with a PhD from the University of Cambridge focusing on women in Engineering.

For 25 years, she's coached accomplished women in STEM as they advance to senior leadership.

She's the author of three books: "Beyond the Boys' Club: Strategies for Achieving Career Success as a Woman Working in a Male Dominated Field," "The Con Job: Getting Ahead for Competence in a World Obsessed with Confidence," and "Female Breadwinners: How They Make Relationships Work and Why they are Future of the Modern Workforce."

80% of her clients secure promotions or stretch roles within 12 months.

Not because she gives advice, but because she asks the right questions.