Values & Culture

It’s not just consultancy jargon – values and culture can make a real difference to your business. If everyone in your organisation shares the same ideals, then everyone is working together and the chances of achieving collective business goals increase. And shared goals support a good customer experience. We can help you to engage with your colleagues to devise the best action plan to help everyone get on the same page.

CULTURE AND ENGAGEMENT

“20% of your people “get it” and need very little direction. 20% of your people are problems who are unlikely ever to “get it” and 60% are with it in some ways and not in others.” If this rings true, you’re not alone. That’s all well and good but have you been clear about what they should “get”?

Meaningful engagement with your teams will shift these ratios. In general, this is about attachment to a sense of purpose greater than the individual. We describe this as the Purpose Beyond Profit and focus on a leadership approach that supports your goals. This purpose has to be explicit, understandable and well communicated. If you are unclear, the organisational culture will have no focus.

ESTABLISHING FOUNDATIONS

What matters most to you and your people? The answers form the basis of what your values could be. In our experience, there will be two or three areas that are crucial drivers for your organisation. These are your core values.

You need clarity to create the building blocks for a strong culture: core values, guiding principles, leadership characteristics and the behaviours expected of your people. These foundations inform patterns of work and engagement, more productive behaviours, and stronger and more effective leadership, all of which deliver improved results. This can’t be just another initiative and should inform everything you and your team does.

DELIVERING CONSISTENTLY

Communicating your purpose, vision and strategic objectives is just the first step. You have to live this daily or it will fail. Your colleagues, employees and customers will be unforgiving in their assessment if you fail to live up to what you say is your central purpose.

Work out how to make your vision practical; what needs to happen everyday to ensure the focus is maintained? This may be greater speed to market, better product quality procedures, fantastic customer experience analysis and greater management engagement with the wider team, for example. Everyone has a role to play here and constant engagement with all stakeholders is essential.

YOUR TEAM

You won’t be true to your purpose or achieve results without a dedicated team around you. You need to engage them with your vision and align their efforts. Focusing on their learning and development is essential, and ensuring their reward (monetary and other intangible elements) motivates and recognises their efforts.

Your recruitment strategy has to reinforce your purpose, attracting the best people who believe in your vision. . Those who don’t “get it” probably don’t have a role to play with you. Concentrate on attracting and retaining people who will deliver the right results – the correct recruitment strategy should stay top of your agenda.

BRAND AND IDENTITY

Your brand and identity may already drive and define your purpose.

Your brand and corporate history are likely to significantly influence your future vision for the business.  A strong identity is invaluable with customers and suppliers but are you making the most of this?  Developing or reinforcing a strong brand and market identity which reinforces your purpose and values not only provides a great marketing message, it gives your team an identity and narrative to believe.

LEADERSHIP

As the leader of the business (whether as founder, chief executive or chair) all eyes are on you.  You need to be the embodiment of the business’s vision and have to demonstrate all that it stands for.

It’s often said that occupying this role is a lonely place.  You have to give yourself time and space to consider how true to the vision the strategic plan is, and if your team is on track to deliver the organisation’s objectives.  Ensuring you are well informed of key market developments as well as key metrics within your business is essential but not easy.  You need to have your own personal purpose and strategic plan, to be as effective as you need to be!