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Creating a world's best Practice culture
- 2. © Jason Cunningham 2013
- 4. A set of shared beliefs, values and practices The behaviours we want every team member to exhibit Intangible, yet critical
- 5. 1. How we do things around here 2. Whatâs expected of us 3. What we expect of each other
- 7. Affects our enjoyment of work Affects our performance and effectiveness Greater chance of success If weâre aligned on âhow we do things around hereâ, âwhat is expected of usâ and âwhat we expect of each otherâ, weâre more likely to be successful
- 9. Culture will evolve regardless We have the chance to create the culture we want
- 11. WE BELIEVE EVERYONE WANTS TO BE SUCCESSFUL, AND BE PART OF SOMETHING SUCCESSFUL. WE ALSO WANT TO SHARE IN EACH OTHERâS SUCCESS.
- 12. WE WANT TO CREATE AN ENVIRONMENT THAT ENABLES EVERYONE TO PERFORM AT THEIR BEST, AND THAT ATTRACTS AND RETAINS THE BEST OF THE BEST.
- 15. TO BUILD A WORLDâS-BEST CULTURE, WE MUST FOCUS ON INITIATIVES THAT WILL ATTRACT, RETAIN & MAXIMISE THE BEST OF THE BEST.
- 18. PRACTICE PRINCIPLES Respect Presume best intentions Focus on each otherâs strengths Seek first to understand, then to be understood Make each other look good Authentic success Ubuntu Liberating peopleâs lifestyles
- 20. To promote an environment that enshrines and encourages the actions and habits we all agree that will enable everyone to perform at their best, we proposeâŠ
- 21. 1/ DEFINE AND DOCUMENT THE BEHAVIOURS EXPECTED OF TEAM MEMBERS⊠âŠAND OF THE PARTNERS
- 22. To perform at our best, team members require several commitments from the Partners; we in turn commit to achieving certain outcomes. âŠwhere have I heard that before?
- 25. TEAM MEMBER COMMITMENT STATEMENT The behaviours and outcomes we commit to strive for. What we require from Partners to perform at our best.
- 26. PARTNER COMMITMENT STATEMENT The behaviours and outcomes the Partners expect from all team members. The actions they commit to undertaking to help us achieve our best.
- 27. 2/ SUB CULTURES
- 28. WORK-LIFE BALANCE EVENTS (âfunâ & âteam-buildingâ) LEADERSHIP & MENTORING PROFESSIONAL DEVELOPMENT AWARDS & RECOGNITION GIVING SUB CULTURES INCLUDE:
- 29. 3/ CREATE A BETTER WORK ENVIRONMENT & ENHANCE WORK/LIFE BALANCE
- 30. 3a) Create a better physical work / recharge environment > Redevelop lunch room area (by Christmas) > Hot desk / hot office
- 31. 3b) Create a better work / life balance Flexible hours: can start early and finish early, or start late and finish late, in certain circumstances (approved by Manager in advance) > Pick up kids from school, meet a tradesman, etc > Formalises existing policy
- 32. âFUEL YOUR FUTUREâ LAUNCH GIFT $50 fuel card OR $50 coffee card @Deganiâs
Editor's Notes
- The Partners wanted to address the elephant in the room â that for various reasons, the vibe around the place hasnât been as great as it has been. Weâve also had a pretty high turnover of team members over the last 12 months. And there are the usual challenges of a small firm that is growing up in a hurry. The Partners have noted this is an area we need to address, so they set up the Cultural Redevelopment Project.
- Weâve defined culture asâŠ
- The Culture Project has focused on three areas:
- Culture happens⊠whether you like it or not. We can let it evolve naturally⊠or we can get involved and work at it, and develop the type of culture we want (with the support of the Partners).
- We have Not focused on those that might abuse initiatives we try to implement.
- We want to be WORLDâS BEST PRACTICE We have looked at examples from LinkedIn Netflix Hubspot Major accounting firms Richard Branson Everything has been on the table Out-there examples includeâŠ
- The overall culture of the firm will be driven by several ongoing working parties, or âsub culturesâ
- The overall culture of the firm will be driven by several ongoing working parties, or âsub culturesâ