‘Culture’ can often feel like a finger in the air, or if you are leading an organisation, a total unknown. But whether you have proactively instilled a culture or not – you do have one.
Have you got a ‘happy’ workforce who’s complacency is stifling innovation? Perhaps it’s a single team that is toxic within a large, generally positive company? Maybe you haven’t managed to transfer a fantastic culture at one factory to the new one down the road? Or perhaps you have a high performing, positive culture but you’ve never defined it.
I use a tool that results in a comprehensive diagnostic of your organisational culture as a whole and can be sliced and diced by any segment you choose.
The results of this process leads to meaningful conversations about the purpose, priorities and strategy of the organisation and the well-being of all stakeholders. It provides a road map for achieving high performance, full-spectrum resilience and sustainability.
A sales strategy includes a timeframe, key measurable, the plans and tactics to get there - a cultural strategy isn't any different.
Having defined your high performing culture of the future we will work together to create the strategy to get there. Like any strategy, one of its key objectives will be to move the organisation toward your vision and deliver your ambitions. This is why there is no 'one size fits all'.
Defining a cultural strategy is likely to have a small number of owners and contributors but its delivery will involve many different teams and departments. It will require buy-in from all leaders throughout the organisations and may result in operational and policy changes. So don't go into this unless you are ready to make systemic changes for the long-term good of your organisations performance and colleagues.
COMMUNICATIONS STRATEGY AND SUPPORT
People want to be communicated with in different ways, at different times and with different levels of detail. Ensuring that everyone feels as informed as they want to be, as involved and engaged as they want to be is important but right now - during a global pandemic - it's imperative.
Initially we all tend to revert back to the base of Maslow's hierarchy of needs - Physiological and Safety needs. Do I have have air, food and water? Do I have somewhere to sleep and clothes to wear? And, will I continue to if I am let go, if my hours are cut or I am furloughed? What if we get through this but my employer doesn't?
At the same time there is an acute and animalistic fear of illness and death - of our own and those we love.
These are some pretty huge emotions to be going through - and likely people will experience them on and off. At times the 'drama' of the situation will encourage endorphins which will make it feel exciting and interesting. We will witness societal changes that intrigue us and bring us entertainment of sorts.
If ensuring that your people have all the clarity, information, confidence and security they need right now is something I can help with - please, get in touch.
As organisations change and grow things can get watered down or lost.
"We used to put a welcome card on someone's desk for their first day - we don't do that anymore? I don't know why?"
"Chris's team have great 121s, my manager does them differently."
"We did an exit interview with Alex when they left but I don't think anyone spoke to Pip?"
Ringing any bells?
Working together to define your colleague journey, as you would a customer journey encourages shared learning, consistent systems and manages expectations for everyone. It results in better recruitment, learning and development and higher retention.