Stand back and consider your organisation:
How many employees can articulate its key objectives?
Are measures and rewards tied to these objectives?
Can employees see the connection between these measures and their own behaviour?
Do employees trust your managers? Are managers and employees open and honest with each other?
Creating organisational culture is the responsibility of leadership. Too many leaders, however, concentrate on profit and shareholder objectives. Of course, these are important, but how do you balance short term results with longer terms aspirations of employees and stakeholders i.e. how do you balance short term gain with longer term competitive advantage?
Every organisation has a culture and that culture - for better or for worse - is largely determined by what its leaders have chosen to measure and to reinforce with rewards. All organisations that want to be competitive need a defined corporate culture. The more explicit this culture and the closer it tallies with corporate strategies, the more effectively organisations can - or will be able - to compete.
We look at the role of your top team and what they should do and how they should do it to implement an organisational culture to deliver better performance, better motivation and better ability to compete.
We assess your current culture and determine which dimensions must be modified to increase the probability of successful change implementation.
We clarify to employees what success looks like in the workplace. We then help design and implement an organisational culture that has immediate impact on behaviours and results.
Strategic changes that are consistent with your organisation's culture have a high probability for successful implementation. On the other hand, if the change is incompatible with your culture, poor implementation is the likely outcome. Culture, therefore, can be a formidable source of resistance or support to managing and implementing change successfully.
Our Service Includes
Tying employee objectives to performance management
Making service quality a strategic goal
Aligning processes, systems and employee behaviour to strategy
Delivering training to internalise behavioural norms
Aligning measures, rewards and recognition to employee objectives
Our 9 Steps to Organisational Culture Change
Define your 1-3 critical performance priorities e.g. growth, profitability, customer satisfaction
Identify your 3-5 value/behaviour strengths and
Identify no more than 1-3 value/behaviour weaknesses that are holding back your organisation from achieving its full potential with the performance priorities you defined.
Define your vision for improving results with only one or two of the performance priorities from step No. 1 and how you will build a culture advantage by leveraging the value/behaviour strengths and improving the weaknesses. Clearly communicate how you will work together to improve the weak areas since they are holding your organisation back from supporting your purpose and stakeholders.
Define supporting expected behaviours for the 1-3 weaknesses that you identified in step #1. These behaviours would be consistently exhibited in your organisation if you were “living your values.” Don't allow employees to define expected behaviours on their own.
Define and clearly share the actionable strategic priorities that your organisation will focus on to support the 1-2 performance priorities included in your vision. If the performance priority is growth, will it be achieved through new products or services, revised sales strategies, growth with current customers or other strategies. Employees want and need to understand the big picture.
Engage your organisation and utilise extensive feedback and prioritisation to define the objectives that support each strategic priority. These goals need defined in a way to support the expected behaviours for the 1-2 weaknesses you identified in # 3 above. For example, if accountability is a weakness, goals should include more disciplined plans, measures, reviews, recognition and other approaches to support the behaviour you need. Goals also need translated to all levels so employees understand how their goals impact the business.
Identify a small number of overall measures that support the one or two top performance priorities from # 1 above. It may help to have one highly visible “unifying metric” even if some employees don’t directly influence it.
Most organisations have a system to track or monitor the status of priorities and goals. These reviews need adjusted to focus additional time and attention on the top performance priorities and value/behaviour shifts identified in # 3 above. The focus must be on results and supporting the behaviour shift through recognition, coaching, removing barriers, etc.
Transparent, genuine and consistent communication is needed about your performance improvement journey and the role of culture so all employees feel part of the process. Regularly scheduled sessions with two-way communication and extensive informal approaches are needed to emphasize expected behaviours and results. Use these sessions to clarify plans, answer questions, expose rumours and reduce drama.
Feedback and recognition are critical to the process. Share and celebrate progress in a transparent manner as a standard part of regular communication activities. Confront reality when improvements don’t go as planned and re-engage your team to prioritise adjustments.