You may have heard us eagerly discussing the diagnosis, design and development of better organisational culture.
What we really relish is not just the talk but helping to map the current state and plan what needs to be done to reach a desired future culture.
Susan had the pleasure of working with the CHOICE team on their journey. Check out what they did, as told by Jessica Hill, Director, People & Culture at CHOICE:
“Culture eats strategy for breakfast” a phrase attributed to management guru Peter Drucker.
Organisational culture is so very important, it’s one of the main reasons that people leave an organisation and why they’re drawn to a new one. Culture is often hard to describe, although when it’s not quite right it becomes clear very quickly.
At CHOICE we’ve spent a number of years focusing on employee engagement. This has been a comprehensive approach with feedback loops and dedicated action that’s led to a highly engaged workforce. But engagement isn’t all-encompassing. There are aspects within an organisation’s culture that don’t typically surface when looking solely at employee engagement. It was this realisation that led us to focus on our culture in 2016.
How do you define culture?
Initially we loosely defined culture as the “way we do things around here”, recognising that this takes into account the values and beliefs that shape our organisation. There are some other good definitions:
“Organisational culture is defined as the shared values, norms and expectations that govern the way people approach their work and interact with each other. In other words it’s “what am I expected to do in order to fit in and get ahead here.” Mike Gourlay, Director, Human Synergistics
“Culture does not change because we desire to change it. Culture changes when the organization is transformed; the culture reflects the realities of people working together every day.” Frances Hesselbein
To identify and map our culture we found a simple and effective tool in Dave Gray’s culture map.
This map allowed us to take stock of the behaviours we were seeing and the enablers and blockers that were influencing those behaviours. It also highlighted the outcomes that they all contributed to.
Mapping culture while balancing rigour
The CHOICE culture is built on rigour, so these culture workshops with post-it notes did seem a little vague to some of our teams. We looked to validate some of the behaviours that we collectively agreed were present in our culture. We then asked leaders to complete a Harrison Assessment facilitated and debriefed by Susan Rochester from Balance at Work . We analysed the group’s collective Harrison data and compared it with what we identified in the workshops. This gave us a mark-in-time view of our current culture.
Mapping our aspirational or future culture
With a new strategy underway, we wanted to understand what our future or aspirational culture looked like. This is the culture that would allow us to deliver our strategy. We again used a collaborative approach to define our future culture using Dave Gray’s culture map. We came away with an agreed future state, with three key aspirations:
1. A collective understanding of the strategic direction
2. A learning organisation
3. An improving organisation
What does the future hold for culture at CHOICE?
Culture is constantly moving while we’ve mapped our current and future culture, they’ll be forever evolving.
What did this achieve?
We’ve also worked with fantastic coaches Susan Rochester and Dr Sean Richardson to help us shift to where we need to be. We’ve started with organisational communication and looked at ‘possibility’ conversations. While we have a united organisational purpose, this focus has shown us that individual team purposes haven’t yet been clearly articulated.
Where to next?
We’re moving into another strategic planning process. As part of this process, we’ve embedded a focus on culture as a key determinant in the success of the new strategy.
CEB/Gartner research from 2017 found organisations with strong cultures do two things really well:
Have you thought about mapping or measuring your culture?
"Coaching with Ben gave me a great opportunity to reflect and explore strategies, tips, and tools to improve ways of working and to work through opportunities & challenges. I really valued the focused discussion on specific areas to support my growth and development. I highly recommend working with Ben."
- Manager, National NFP
"In a challenging role in a new organisation, coaching with Paula was the ideal time to reflect, problem-solve, brainstorm options and arm me with next steps in all areas - from staffing, internal politics and relationships to tackling key initiatives. The sessions were by video and face to face, both equally effective. Using video allowed for easy integration of sessions into my busy workdays without any hassle. Paula’s style of coaching quickly built trust so I felt safe being vulnerable, quickly getting to the heart of a number of issues and propelling me and my performance forward significantly!"
- Executive GM, People and Culture
"We used the Harrison Assessment tools followed by a debrief with Susan, for career development with staff, which then allowed us to work with Susan to create a customised 360 degree review process. Susan has a wealth of knowledge and is able to offer suggestions and solutions for our company. She is always ready to get involved and takes the time to show her clients the capability of Harrison Assessments. "
Jessica Hill - Head of People and Culture, Choice
"Balance at Work are the ideal external partners for us as they completely get what we are trying achieve in the People and Culture space. Their flexibility and responsiveness to our needs has seen the entire 360 approach being a complete success. The online tool and the follow up coaching sessions have been game changers for our business. The buzz in the organisation is outstanding. Love it! Thanks again for being such a great support crew on this key project."
Chris Bulmer - National GM Learning and Development, ISS Australia
"The leadership team at Insurance Advisernet engaged Susan from Balance at Work to run our leadership development survey and learning sessions. Susan was very professional in delivering the team and individual strengths and opportunities for growth. Susan's approach was very "non corporate" in style which was refreshing to see. I can't recommend Balance at Work more highly to lead employee and team development sessions."
Shaun Stanfield - Managing Director, Insurance Advisernet