Insights

by Beth Hood 23 Jan, 2024
In an ever-evolving world, one thing that is increasingly clear is that leadership demands more than just a one-size-fits-all approach. Verosa’s concept of 'Leadership in 3D' represents a dynamic leadership mindset crucial for today's leaders, managers and professionals operating across all sectors, to meet their leadership challenges head on. Understanding Leadership in 3D 'Leadership in 3D' is about adapting and adjusting our leadership style across three critical dimensions: the self, the other, and the situation. This triad forms the backbone of effective, dynamic and impactful leadership. 1. The Self : Leadership begins within. It's about understanding who you are – your values, experiences, personality, core purpose, motivations and crucially – the impact you have on other people. Self-aware leaders are authentic and genuine, inspiring trust and respect from their teams. At Verosa, we believe that all leadership begins with an understanding of self and that this work is never finished. Leaders who invest in developing self-awareness find they can navigate the complexities of their role far more easily and effectively than those who don’t take the opportunity. In the recent book ‘Optimal: How to Sustain Personal and Organizational Excellence Everyday’, Daniel Goleman (widely recognised as a seminal voice in the space of Emotional Intelligence - EI) and Cary Cherniss, restate the case for self-awareness (the foundation of EI) as a key driver for success for today’s organisations. 2. The Other : Leadership is relational. It requires an understanding of others' value sets, personality preferences, skills, strengths, and experiences. By acknowledging and valuing these differences, leaders can foster an environment of inclusivity and respect whilst adapt their own behaviours to better meet the needs of those they are interacting with. Most of us do this naturally. For example, I could have the same conversation with two different people in my team and my approach is likely to be subtly different in each case. This is because as a human being, from a very young age I have had an understanding of how to create connection. The adaptation is subtle and is very often subconscious and it is a manifestation of my recognition of and respect for the other person. 3. The Situation : Every leadership challenge is unique. The context, background, and desired outcomes of a situation must shape our approach. Adaptable leaders assess and respond to the nuances of each situation, ensuring their leadership style meets the specific needs of the moment. The considerations here are many. What is at stake? What level of urgency is here? What risks are involved? What is the bigger picture? What might be some of the unseen or unintended consequences? Where are the gaps in knowledge? Leaders must hone their situational acumen. This dimension calls for us to be skilled in assessing the landscape, as well as a deep preparedness and openness to seeing a different perspective and changing tack. This flexibility allows for more effective decision-making and problem-solving. When we consider leadership in this way, our focus becomes less attached, more nimble and dynamic and usually leads to better outcomes all round. Using Leadership in 3D Let’s take a practical example. As a leader, I have to discuss a change of contract with a supplier. I know the supplier partner well – they are highly focussed on accuracy, fairness, process and logic. My own preference is more relational, less formal and global in scope. Taking these to variables alone – Self and Other, I can already understand that I might need to adapt my framing of the conversation and change the way in which I prepare for the meeting, using data to make the case for change and backing that up with a detailed plan to solve the challenge. Then I layer on the third variable – Situation. This situation is complex. We have a strategic relationship with this supplier and is it imperative that this remains in place. However, the current contractual arrangement is prohibiting our ability to meet the needs of our customers in line with our stated mission and purpose. We are an organisation that is committed to being responsive and our suppliers relationships must be built on this commitment. This conversation actually has quite high stakes and visibility to the senior team. On paper in this case, I hold the cards. I could take a ‘tell’ approach and insist things are done in a new way. That may well come at the cost of the relationship longer term however, and damage the positive and constructive partnership we have come to rely upon. I could ask someone else to take on this meeting, but the situation variable tells me that there is too much strategic importance here. I could take a highly democratic approach, inviting a great deal input from my counterpart, but this might come at the expense of achieving the necessary contractual outcome. Given consideration of all the variables, I take the following approach: I know that details and figures are not a preference for me. I enlist a team member to support me by gathering the data that illustrates the current situation and the desired situation. I think about the questions that my counterpart is likely to have in response to the proposed changes and I prepare answers to these in advance of the meeting. I share our strategic vision – setting out the ‘why’ for the change and highlighting the importance of the partnership in service of the vision I invite my counterpart to make other suggestions for reaching the same outcome and give these genuine and due consideration, adopting any that might support the desired outcome. Conclusion 'Leadership in 3D' is not just a concept; it's a practice, a way of leading that acknowledges and respects the complexity of human interaction in a professional setting. By understanding and adapting to the self, the other, and the situation, and by embodying the five leadership mindsets, leaders can navigate the diverse landscapes of modern business with agility and grace. At Verosa, we believe in empowering leaders with these dynamic tools, preparing them to lead effectively. The 3D approach fosters a deeper connection with team members, a greater understanding of diverse perspectives, and a keen ability to navigate the intricacies of various business scenarios.
by Paul Austin 23 Jan, 2024
As a child of the 60’s, I first started thinking about the phrase, “The Meaning of Life” sometime before I became a huge fan of Monty Python’s Flying Circus in the early 1970s. So, you can imagine how excited and interested I was when I saw that the troupe had released their fifth film on this very subject: My hope was that I was going to be informed, educated and entertained through humour, chaos and the absurd, by people who made me laugh uncontrollably (one of my favourite things in life). Sadly, I only got one of the above from this excellent film and came away faintly nauseous from all the laughing and the copious amount of blood and viscera on show. As a curious person, this subject came back to me at various times as I finished school, got my degree, my first and subsequent jobs, found the love of my life, travelled, settled down, my wife gave birth to our two fabulous and healthy children and I flowed through my career. Yet, despite a certain sense of maturing as an individual, building resilience, happiness and what I think of as “Wealth” (health, sense of wellbeing, contribution to family and friends, enough money etc.) all of those magical things still left me wondering about this mystical wisdom, this key to the universe, spirituality and sense of understanding what for, and why we are here on this mortal coil. And as time moved on and my corporate career came to a natural end, I embarked on my Executive Coach training, thinking that it would be fun, challenging, valuable and maybe, just maybe, would offer me an insight into what for me was this nebulous concept of The Meaning of Life … And while the process of becoming an accredited coach has and continues to offer me deep personal insights into how I behave and the impact I have on others and myself and so much more, it was in the area of Physical Science when I heard about the nature of “Entropy” that things started to become much clearer for me. Entropy, if you don’t already know, can be defined as the transfer of energy from hot bodies of matter to cold ones … or in short, that Energy, however it is derived, be it totally naturally, e.g. the Sun, or via man made means – including life – will eventually dissipate and come to a halt. This then got me thinking about the life energy we are born with, and what we can reasonably expect from our time on earth, the opportunities we find for ourselves, the boosts and barriers we are given by our upbringing, parents, key people and relatives, and the power we have to make choices that can steer our presence in this world. Add to these, the impact we make, the love and happiness we can engender and how continuing personal growth is a goal worth seeking … as no one knows it all … and all this while our Entropy unwinds … So, when I started to put together the concept of Entropy with my developing sense of self and self-awareness, emotional intelligence and understanding of the basics of psychology, I had a bit of a “light bulb” moment on this Meaning of Life question … Maybe, just maybe, I was considering the question incorrectly in the first place.... Is it in fact better to think about The Meaning of Me in this Life ? My answer, and the more I challenge this I cannot get away from it, is Yes, it is all about how I conduct myself, the choices I make, how I commit to growing, getting better at what I do, helping myself and others with kindness, patience, love and support … all armed with the insights afforded to me by my life and its lessons to date, along with my coach training and support from the delightful and giving individuals I have met along the way. And yes, of course, this development is available to everyone who opens themselves up to the universal wealth that is self-development, self-questioning and commitment to growth for them and for the general benefit. For one thing is sure: we cannot escape the reality of Entropy, and it is our duty to decide on our paths in this World and what we want to achieve. That is our Power. 5 indicators that coaching may hold value for you: You are feeling that there is something missing in your life that you can’t quite pinpoint You have questions about work / life balance and potential burnout You are often angry, anxious, overtired or grumpy and concerned about the impact you are making on others and yourself when feeling this way Life seems to be passing you by rather than you creating your own path forward You struggle finding time to talk with someone who won’t judge you and who will challenge you in a positive way If you would like to talk confidentially with Paul or any of our coaches, please do get in touch so that we can set up a no-obligation discovery conversation at a time to suit you.
by Beth Hood 20 Nov, 2023
The cliché goes that people don’t leave businesses; they leave bosses. It’s an old adage, but one that continues to be supported by recent research by the CMI and YouGov. In a study that sought the views of nearly 5,000 employees, only 27% described their managers as ‘effective’. According to this study (and indeed many others), the net result of these unskilled managers is low employee engagement, lower performance and productivity, high attrition levels and low morale. This isn’t new news. According to the Telegraph, we are a nation of ‘bosses’ with one in four employed people in the UK having a people management aspect to their roles. And yet data from Gallup indicates that less than half of those managing others are likely to have received any training. In the business world, where we are strategic and considered about so much, (would you employ an accountant with no grasp on numbers?), it beggars belief that we leave so much of the people management aspects of the workplace to chance – particularly when getting it wrong can have such a catastrophic impact on organisational success. The CMI report highlights that many of us in management positions (particularly in the UK) have found ourselves there almost accidentally. It’s the phenomenon of being promoted because we are good at the technical ‘what’, when organisations must also be thoughtful about the level of competence in the relational ‘how’. Small organisations in particular suffer here, where budget for learning and development is likely to be limited. SMEs rarely have the ability to support large management training programmes and so most ‘upskilling’ is left to happen organically. This in turn can create whole cultures of managers and leaders learning poor habits and behaviours from those above them, ranging from an inability to have challenging conversations, to demonstrating a lack of trust in their teams that results in toxic micro-management. The good news is that help is on hand and that people management skills can be learned and developed. The Telegraph invites us to check whether we have a ‘bad boss’ using the following criteria: You barely know them They don’t trust you They can’t navigate the hybrid working reality They play favourites They avoid tough conversations They have a high opinion of themselves They are not evolving. Our invitation would be to turn this lens inwards if you are someone who manages others. It’s a good place to start and to discover whether your management ability, behaviour and mindset needs an MOT. (Be honest!) Even managers who have been leading teams for a long time need a tune up now and then and, in our experience, this is never a wasted effort. So, what are some of the first steps we can make towards being better bosses, even if we have had no training in this space? Here our top tips to redress the balance of ‘bad boss’ syndrome: 1. Recognise there is value in getting to know your people. The most important knowledge any manager has is knowledge of their people. This extends from their strengths and capabilities to their working preferences and home-life. Make an active effort and put time aside to find out about your team and see them as unique individuals. What makes them tick? What makes them smile? Build rapport by sharing your own stories and invite them to share theirs. Psychologist Ed Schein asserts that modern leadership requires the building of Level 2 Relationships that move beyond traditional transactional hierarchies. Ask questions and be curious about who you have working for you. 2. Challenge yourself to let some things go. Trust is such an important part of today’s workplace and trust means that we are prepared for our people to get things wrong and to learn from it. Liz Wiseman describes this as a high challenge, high support environment, where the standards are high and there is also room to try things out and make mistakes without fear of retribution and blame. People don’t grow if we don’t trust them. If something is high risk, high stakes, it may be that you cannot fully hand it over but if that is the case, be honest about your need to be involved and the reasons behind that. 3. Offer flexibility and connection. Flexibility is one of today’s workplace ‘hygiene factors’. This means that for many people, it’s not an optional ‘nice to have’, rather it is a must have in the workplace. This extends in many cases to our desire to choose where we work, whilst at the same time having the feeling of being connected. This requires some thought from managers who will need to create an operating rhythm with set pieces where your people can connect with you and the business, as well as plenty of space for individual work. Why not facilitate a discussion on what could work for the team? Whether that is weekly online meetings, quarterly face to face days in the office or monthly one to ones. Don’t fall into the trap of cancelling these in favour of other things. The impact – whilst not immediate – will be felt and is never positive. 4. Avoid the blame game. We all find some people easier to work with than others. How can you challenge yourself to give your time fairly and to evaluate people equitably? If you find yourself in the firing line from above for something that one of your team has done, step into your power of accountability and don’t deflect the oncoming fire towards that person. Avoid political manipulation or manoeuvring to serve your own agenda – people can smell that a mile off and you will lose the loyalty of your team very quickly. 5. As hard as it can be to have those all-important difficult conversations, don’t avoid them. Your people won’t thank you for it and neither will the person in question in the long run. Some of this about your mindset. In her book Radical Candour, Kim Scott talks about coming from a place of both caring for the person in question (and their development) and needing to share the challenging message. Stick to the facts without judgement and share the impact of what is happening to help the person understand why the conversation is needed. Lastly, invite their input on how to move forward. This is skill that needs to be practised – a muscle that needs to be exercised, so get to the ‘gym’! 6. Let go of being right. Our egos get in the way of all sorts of things in life and at a macro level are the heart of many things that are wrong in the world. Most of us are attached to being ‘right’. Letting go of our own self-importance, understanding that no one has the monopoly on being right (we are all right, but no one is 100% right) is crucial for managers. This means making space for different opinions and validating them. It means backing down and sharing our own learnings when we have been wrong. It means demonstrating intellectual humility. Not always easy, buy try and work on a cognitive handbrake that allows you to recognise the attachment growing. 7. Commit to the journey. We are none of us the finished article. The world of work is evolving and so must we. Invest in your own development. This can be anything from reading articles like this, to seeking feedback from those you lead and from your own manager, to attending formal manager training. Stretch yourself out of your comfort zone and allow yourself time to reflect on the What, So What and Now What. Most of all, be kind to yourself. The journey to good people management is ongoing and needs to be taken one step at a time.
by Beth Hood 19 Sept, 2022
As a country and Commonwealth mourns the passing of its beloved Queen, it is an opportunity to reflect on the deep and lasting legacy of a lifetime of leadership. Leadership as we know comes in all shapes and sizes and is constantly evolving. No one has the monopoly on good leadership, but from time-to-time history presents us with a model so exemplary, a beacon of light so bright that it touches every part of our social fabric and indeed of the world. Her Majesty Queen Elizabeth II was just such a beacon of light. Her values of humility, honesty, grace and resilience were so finely tuned, so clear in their impact, that her legacy will be felt for generations to come. At Verosa, we very often talk to our leaders about their living legacy. We ask them to consider what it is that they would like to be remembered for as leaders and to pay attention to how they can be living that legacy right now, today. We talk to our leaders about the privilege of leadership and also of the responsibility; the fact that as leaders they will be visible and ‘on a platform’ for all to see. We invite them to consider that every day they will be having an impact in ways and in areas that they may never know about. Queen Elizabeth was a leader who knew this to her core. She lived her life in the public eye and never wavered from that scrutiny. In a leadership role that spanned decades, she never shied away from her responsibility as monarch, nor did she seem to resent the unrelenting public interest in some of her most private – and at times painful – human experiences. The nature of her leadership power was nuanced and complex. With no decision-making or constitutional rights, she required a different leadership strategy. Her authority and her power derived ultimately not from an active role in governing her country, but from her ability to role-model what good – and modern – leadership looks like. She listened. She listened with a grace and empathy that Daniel Goleman (the Godfather of Emotional Intelligence) would be floored by. With so many to listen to, how on earth was she able to be present enough to make whomever she was interacting with feel so very heard? But that she did.
Personnel Today Award Trophy
by Beth Hood 01 Dec, 2021
We were delighted to be short-listed for the Personnel Today 2021 Learning & Development Award in partnership with IRIS Software Group. Together with Steph Kelly, Emma Dutton and Shirley Deegan from IRIS Software Group, I had the pleasure of attending the Personnel Today  awards last week.
by Daniel Hopkins 29 Sept, 2021
Verosa client and CEO of METEX Online, Daniel Hopkins writes: I was 27 when I launched my first venture after being diagnosed with an eye disorder called Retinitis Pigmentosa (RP to its friends). RP is an inherited, progressive sight loss condition and there is no cure. I lost my driving licence on the day of my diagnosis. Driving was a huge part of my life and the diagnosis meant the end to my career as a business development manager, travelling to client meetings regularly - my first and very real experience of exclusion in the world of work, due to my condition. After recovering from the severe shock of being told I was going blind I retrained to sell IT hardware, but soon returned to the construction sector and moved to working with a local builders’ merchant in an office-based sales role. In the 3 years I was there I grew my sales category from £200k to £1.4 million. In all honesty though I was frustrated with not being able to visit clients and I missed the freedom to manage my own time. I began discussions with a large local groundworks contractor and after a few months of planning they invested in my new construction supplies venture. From this point I’ve never looked back. Enabling my own inclusion, I used taxis via the access to work scheme which has proved invaluable, allowing me some independence with getting to and from my business premises. Being Visually Impaired and running a business is tough, in fact doing anything is pretty challenging when you are blind in the dark and have 75% less vision than most during the day. I meet many people who, through no fault of their own but just a lack of knowledge, are unable to associate with a non-visual disability. I look ‘so normal’ – and I’m conscious that If I’d have lost an arm or a leg life would be different as my disability would be so much more visible. In many ways I’ve created my own inclusion within business world. Sometimes pretending I don’t have a significant disability and more recently by being open and honest with people and asking for help or saying, ‘I don’t feel comfortable doing that’. Sometimes the reactions you get are surprising, some disappointing but some people really surprise you with their empathy and compassion. Overall, in the UK we are so lucky to have a society that cares for its disabled community. I’m encouraged that particularly through the pandemic and the wearing of masks, that adverting based around ‘not all disabilities are visible’ is becoming more commonplace - this can only serve to help with inclusion and is a good thing. Although still a good way to go through education and sports like the Paralympics, we continue to lead the way globally in the UK to include, show empathy and compassion to its disabled people, whether you can see that disability or not! How leaders and organisations can create a more inclusive space for Visually Impaired Team Members 1) Create a strong, supportive team In my businesses I’ve always been lucky enough to have great senior teams. This is essential for inclusion. They understand my sight condition and can support many aspects of my practical challenges day to day, whether that’s keeping walkways clear or helping guide me physically to a meeting. In addition, they are my allies in a seeing world and are actively looking for ways to create a more inclusive environment for me – physically and psychologically. 2) Create good dialogue early on with external clients and stakeholders Many clients and partners will have expectations that are particularly challenging for me to meet. The invitation to ‘come and have a look at this display in our very busy warehouse’ or ‘come to my office three floors up through a room of crowded people’ can be prohibitively difficult. Over time, I’ve found that being open and clear with clients about my disability has helped us co-create a more inclusive work around. Ideally, I will arrange to be driven to a venue and stay in one place for the duration of the meeting. This causes very few problems and doesn’t weaken my position with the client as they appreciate the honesty and the extra effort I have made to meet them. 3) Be conscious of environmental changes and the impact on the VI individual It’s when the environment changes all of a sudden that the plan you had in your head evaporates! Environmental changes are probably one of the largest challenges within business. In my own home, around my local streets, I’m used to the lay of the land and obstacles that I might encounter etc. Now we are very careful and take extra care with the changes in the work space and keep these to a minimum. 4) Look for ways to empower and enable In business number three, I employed a part time driver that took me to meetings on a weekly basis. Being in charge of my own destiny was important. It had a big impact on my performance and my ability to lead initiatives myself. Often small changes make a lot of difference. Every sight disorder is different, so start with a conversation with the person about what changes might help them feel more empowered. Final Thought In 2016 I climbed Kilimanjaro for charity and my best friend guided me throughout one of the most amazing challenges and experiences of my life. A few weeks after we returned to the UK, he left me falling up and off kerbs when we were out one evening. It was at this point I had to remind him I’m blind in England as well as Africa! My point being that for me when looking so normal (relatively speaking) people forget, family members forget, best friends forget, work colleagues forget, so keeping the unseen needs ‘seen’ and front of mind is so important. About Metex Online: With manufacturing facilities in both the UK and internationally, Metex provide innovative construction sector related products. https://metexonline.com/
by Beth Hood 13 Jul, 2021
With so many buzz words about leadership floating around at the moment, it can be hard to make sense of them all. Servant leadership. Authentic leadership. Transformational leadership. Many of these terms have been with us for a while and still have relevance and resonance today. However, the question of “What is leadership in 2021?”, set as it is against the backdrop of the COVID-19 pandemic is a challenge to answer.
by Beth Hood 15 Feb, 2021
If you are a driver, you’ve probably had that experience of driving a familiar route – perhaps to your local supermarket or petrol station – and realising once you’ve got there and parked, that you have absolutely no recollection of the journey itself and your role in it. Often we refer to this as being on auto-pilot. And for good reason. After years of practice, the skills needed to operate the vehicle and to take us from A to B are deeply embedded within our subconscious – so much so that we are able to do this automatically and without a significant amount of conscious attention. Leadership can be a bit like that too. Sometimes we find ourselves managing our people and leading on auto-pilot. Chances are that we have been in managerial roles for some time and have a degree of comfort in our current role and context. As the role gets bigger and our career progresses, the levels of attention we pay to how we are managing and leading become less. Meta-cognition in a leadership context is about moving our attention from the subconscious to the conscious and to focussing on how we are doing things, rather than what we are doing. In the example of the car journey, it is about intentionally bringing our awareness to all the micro-choices that we make and our subsequent actions. In any given car journey, the actual process we go through to control and drive the vehicle to a particular destination is complex and intricate. In many police and military advance driving courses, students are required to narrate their journeys as they take them, calling out blow by blow every decision point, every action they are taking and every observation they are making. Not as easy as it sounds. A large body of scientific research has shown that the human brain is phenomenally powerful computer and that whilst our subconscious brain is capable of processing 11 millions pieces of information per second, consciously, the average person is only able to process a fraction of that.
by Paul Austin 15 Feb, 2021
Hmm… Vulnerability for Leaders and self-development… Sounds rather counterintuitive as a philosophy for Leadership growth doesn’t it? Our Western World applauds the resilient Leader who has battled adversity through sheer selfless willpower to go that extra mile to achieve his or her goal, perhaps creating the “Hero” archetype that we are familiar with. Yet all of this doesn’t really chime with our understanding of Vulnerability, defined as it is as by having a personality trait that means we are susceptible to being hurt, influenced etc. And in fact, to clarify things, Vulnerability in Coaching Terms has a different meaning to Vulnerability as it is generally accepted. Vulnerability in coaching is defined by the ability of an individual to be open to developing deep self-awareness, which realistically means being able to identify, accept and understand one’s strengths alongside our weaknesses, faults, peccadilloes, challenges and triggers. Put another way, in order to get the most from Coaching our Vulnerabilities, it is best for us to be in a state of Being Vulnerable or open to exploring our weaknesses, which are in effect our vulnerabilities. For example, if we ask the deep questions about how a sportsperson, business leader or politician has really achieved things, the reality is that there must be more going on than pure single mindedness or the will to succeed. Could it be that this person has achieved these incredible feats because they understand and work within their personal limits better than others (ultimate practice / repetition rather than relying on talent)? Or perhaps if they are a Leader, they understand what they are truly good at, alongside what they are not so good at, such that they are able to attract, nurture and embrace the skills and abilities of others. Or maybe they have allowed themselves to look deep inside and work out that their actions have real impacts on others (good and bad). Perhaps, thinking in the wider perspective they know and are at peace with what they can control in life and what he cannot, and therefore are able to make appropriate decisions accordingly. All this self-awareness belies an archetype of the perennial achiever who has the single-minded mental fortitude to take on all challenges and challengers and to defeat them.  Some say that you are either born as an achiever or a non-achiever. Unlike that elusive charisma (which maybe no money can buy and no trainer can teach), we can all take the time to develop our self-awareness (warts and all) and to better understand our limitations to create a more rounded leader, one who is better able to deal with the slings and arrows of modern life, and with hard work, reflection and acceptance of our vulnerabilities, become a more “Human” human being. Paul Austin is an Associate of Verosa Limited
by Beth Hood 07 Dec, 2020
Investing time and energy in articulating the purpose, core values and direction of your business is never a wasted exercise. It’s not uncommon for companies which are very clear on the WHAT (products and services, financial strategy, supply chains), the WHERE (market place, logistics) and the WHO (client base, suppliers, leadership and workforce) of their business to almost completely overlook the HOW. At an individual contributor level, we know that when it comes to setting effective goals for ourselves, we need to pay as much attention to the behaviours that support delivery as we do to the deliverables themselves. What is the point of smashing that sales target if our clients don’t trust us and at the earliest opportunity will be looking to go elsewhere? Research indicates that organisations that actively set the strategy for corporate culture (the HOW) are much more successful in creating the climate and environment to impact positively all the WHATs, WHEREs and WHOs of the overall business vision. The notion that culture is linked to levels employee engagement and brand reputation is not new. Research indicates that positive and intentional workplace cultures are linked to an increase of around 30% on bottom line results – whether that is profit, market share, talent retention or innovation and creation. So why wouldn’t senior teams take time out to think about this stuff? What is Culture? So, what is culture and how can an organisation – big or small – be intentional about the culture it wants to create in order to support the results it wants to see? Think about how you measure culture for a moment. What is it that tells you ‘the way things are around here’ about any organisation or group. Plainly speaking, culture is defined as the attitudes and behaviour characteristic of a particular social group. That doesn’t mean that everybody within that group subscribes to those attitudes or demonstrates those behaviours, but when taken collectively, there will be identifiable and discernable patterns that mark out a group or organisation. Specialists who work with corporate cultures can often tell a great deal about an organisation’s culture in the first five minutes of being ‘on site’. What’s in the car park for example? Are there disabled parking spaces? Do certain high ranking seniors have a named space? What about the reception area? Is it formal, edgy, cool, relaxed, homely? What are people wearing? What temperature is the office? (Men typically prefer a cooler climate to their female counterparts and in my experience it is often the case that organisations with a male-centric culture have colder offices!) The same is true in the virtual world. What happens at the start of a Teams call? Is it cameras on or off? Do we use the chat, mute ourselves, raise a digital hand? Depending on the cultural context, the answers to these will vary from organisation to organisation and even from team to team. Designing Organisational Culture – What to Expect As with most developmental journeys, the first stage is raising awareness: What do we do here? What are our patterns? Our norms? We assess what is already in place and then look to make the space for changes towards what might be better. One of the best ways – but not the only way – of making these changes, is for senior leadership teams to work with an organisational culture consultant who will help the business to design a corporate culture that embodies the organisation’s key values, vision and overall mission. Typically, a consultant would work with the senior team to establish key requirements. Are you a new business looking to establish your business model, building in a defined cultural ideal from the get go? Are you merging with another organisation and having to manage the coming together of two disparate cultural systems? Are you upgrading, down-sizing, restructuring? Once the context and parameters of the requirements have been established, the culture design consultant would with the business to shape cultural goals. Very often using a cultural intelligence or culture index tool together with a series of group, and individual exercises, the consultant supports the business to articulate clearly the How We Will Do Things Here script. This may include agreed core values, a mission or purpose statement and may link to an organisation philosophy or set of beliefs that colour the way the business operates. One of the biggest challenges for any organisation investing in this intentional way of addressing culture is to take it from a space of theory to reality. Setting the Cultural Strategy Setting the vision is only one part of the puzzle for developing a positive corporate culture. Once this has been defined, the next step is making it happen at all levels across the business. Many organisations have a beautifully and carefully defined cultural mission but fail to gain buy-in for it at any meaningful level. Our experience shows that there are two elements to getting this part of the story right. Firstly, leaders who walk the walk and ‘model’ the values are key to getting buy-in. Very often leaders work will work 1:1 with executive coaches to help them embody the organisation’s cultural values in a way that is authentic, visible and inspirational to employees and clients alike. Secondly, it’s about communication. A good culture design consultancy team will also support the business communications strategy, providing consultation, advice and input on ways to publicise and raise awareness around the vision, mission and key values. Finally, it’s worth remembering that a cultural strategy is easily undermined. As an example, a business which has creativity, energy and fresh thinking at the heart of its cultural vision, but fails to invite its newest recruits to offer up ideas and new ways of working shoot itself in the foot at the first hurdle. Whilst it might be tempting to do this piece of work quickly and without support, the risks to your business in the longer term should not be ignored. Ultimately, every organisation has a culture – even if you didn’t design it. Is yours set up to deliver what you want? If you would like to talk to one of our specialist consultants about your business culture, please contact us today for a free consultation.
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