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The thrill of the chase - how we defined Signal's purpose and principles

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Potential clients occasionally ask us about our values. Potential employees ask us about our values all the time. And, eighteen months ago, we didn't have any.

Merging three companies into a single agency called Signal certainly had its challenges, and that included existing agency values that no longer made sense. It was time to rip things up and start again.

Interested in finding out more? Take a look at the full blog post, where we outline the whole process: https://cellosignal.com/insights/thrill-chase-how-we-defined-our-purpose-and-principles

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The thrill of the chase - how we defined Signal's purpose and principles

  1. 1. THE THRILL OF THE CHASE.
  2. 2. (HOW SIGNAL DEFINED ITS PURPOSE AND PRINCIPLES)
  3. 3. (AND WHY THEY ARE NOT STUCK ON THE WALLS.)
  4. 4. SIGNAL’S PURPOSE AND PRINCIPLES REFLECT ITS APPROACH TO DOING BUSINESS.
  5. 5. WE PREFER TO CHASE OUR CULTURE RATHER THAN CHASETHE CASH.
  6. 6. WE BELIEVE THAT IF WE DO RIGHT BY OUR CULTURE, WE’LL DO RIGHT BY OUR CLIENTS.
  7. 7. AND IF WE DO RIGHT BY OUR CLIENTS, THE MONEY WILL MOSTLY TAKE CARE OF ITSELF.
  8. 8. BUT CULTURE IS A HARD THING TO CHASE.
  9. 9. CULTURE IS ACTIONS NOT INTENTIONS.
  10. 10. CULTURE IS SHARED BELIEFS AND CUSTOMARY BEHAVIOURS.
  11. 11. • CULTURE IS • NOT • BULLET • POINTS • ON A • POWERPOINT • SLIDE.
  12. 12. SO, IF OUR PURPOSE AND PRINCIPLES ARE ABOUT CHASING CULTURE, THEY HAVE TO CREATE NEW BELIEFS AND NEW BEHAVIOURS.
  13. 13. BELIEFS AND BEHAVIOURS THAT LEAD TOGOOD WORK IN A STIMULATING, FUN, AND EMOTIONALLY SAFE ENVIRONMENT.
  14. 14. PURPOSE &PRINCIPLES MANAGEMENT ACTIONS & LEADING BY EXAMPLE SHAREDBELIEFS & CUSTOMARY BEHAVIOURS VIBRANT CULTURE GREAT WORK HAPPY CLIENTS MONEY ç ç ç ç ç ç
  15. 15. LET’S CUT TO THE CHASE.
  16. 16. THIS IS OUR PURPOSE.
  17. 17. WE LIKE OUR PURPOSE FOR FOUR REASONS.
  18. 18. 1 OUR PURPOSE IS AN EXPLICIT EXPRESSION OF CHASING CULTURERATHER THAN CASH.
  19. 19. 2 OUR PURPOSE IS AMBITIOUS.
  20. 20. IT IS AMBITIOUS TOTHE POINT OF ALWAYS FEELING JUST OUT OF REACH.
  21. 21. 3 OUR PURPOSE APPLIES TO EVERYONE.
  22. 22. IT DOESN’T MATTER WHAT YOU DO. IT DOESN’T MATTER WHAT DEPARTMENT YOU ARE IN. EVERYONE CAN DOTHEIR BEST WORK HERE.
  23. 23. 4 OUR PURPOSE IS A CATALYST FOR ACTION.
  24. 24. PEOPLE WON’T DOTHEIR BEST WORK UNLESS HELPED TO DOSO.
  25. 25. AND TOHELP THEM THE AGENCY NEEDS TO UNDERSTAND THEM.
  26. 26. THE BEST WORK OF EACH CAREER IS AS UNIQUEAS A
  27. 27. AND WHAT IT TAKES TODO BEST WORK WILL BE DIFFERENT FOR EVERYONE.
  28. 28. SO OUR PURPOSE IS AN OBLIGATION TOHAVE IMPORTANT CONVERSATIONS WITH EVERYONE WHO WORKS HERE.
  29. 29. WHAT DOES A SUCCESSFUL “CAREER” LOOK LIKETO YOU? IS IT EVEN A CONCEPT THAT MATTERS TO YOU? “CAREER” “CAREER” “CAREER”“Career” “Career” “Career” “CAREER” “CAREER”
  30. 30. AND WHAT WOULD YOUR “BEST WORK” LOOK LIKE? HOW WOULD IT FEEL TOBE DOING IT?
  31. 31. AND HOW CAN WE HELP YOU DO IT?
  32. 32. THESE CONVERSATIONS ARE PERVASIVE. THEY FEED INTO PRETTY MUCH EVERYTHING THE AGENCY DOES.
  33. 33. HOW WE MAKE NEW BUSINESS DECISIONS.
  34. 34. HOW WE DO PROJECT TRIAGE.
  35. 35. HOW WE FORM TEAMS.
  36. 36. OUR WAYS OF WORKING.
  37. 37. HOW WE TRAIN, COACH, LEARN AND DEVELOP. HOW WE TRAIN, COACH, LEARN AND DEVELOP. HOW WE TRAIN, COACH, LEARN AND DEVELOP. HOW WE TRAIN, COACH, LEARN AND DEVELOP. HOW WE TRAIN, COACH, LEARN AND DEVELOP. HOW WE TRAIN, COACH, LEARN AND DEVELOP.
  38. 38. SO OUR PURPOSE ACTS AS THENORTH STAR FOR OUR BUSINESS.
  39. 39. OUR PRINCIPLES PROVIDE A FRAMEWORK FOR MAKING IMPORTANT DECISIONS FROM A CONSISTENT PERSPECTIVE.
  40. 40. THEY ARE ORGANISING PRINCIPLES THAT LEAD TO CONSPICUOUS ACTIONS.
  41. 41. THEY ARE SIGNALS.
  42. 42. THIS IS OUR SUSTAINABILITYPRINCIPLE.
  43. 43. WE TAKE A LONG TERM VIEW ON PEOPLE, CLIENT RELATIONSHIPS, AND THE ENVIRONMENT.
  44. 44. IF SHORT TERM AND LONG TERM CONSIDERATIONS COME INTO CONFLICT, LONG TERM WINS.
  45. 45. THIS IS ANUNASHAMEDLY CULTURE-CHASING PRINCIPLE.
  46. 46. IT’S ABOUT MANAGERS AS COACHES.
  47. 47. IT’S ABOUT KNOWLEDGE SHARING AS A WAY OF LIFE.
  48. 48. IT’S ABOUT INDIVIDUALPOTENTIAL AND ORGANISATIONALWISDOM.
  49. 49. THIS IS THE MOST ORGANISATIONAL OF OUR ORGANISINGPRINCIPLES.
  50. 50. IT’S THE MAINREASON WE MERGED FOUR SISTERAGENCIES INTO ONE CALLED SIGNAL.
  51. 51. PREVIOUSLY WE HAD SMART PEOPLE TRAPPED IN A DUMB STRUCTURE.
  52. 52. NOW WORK IS PROPERLY TRIAGED AND TEAMS FORM FLUIDLY AROUND PROBLEMS TO PROVIDE INGENIOUS AND ELEGANT SOLUTIONS.
  53. 53. (SPECIALISTS WITHOUT SILOS.)
  54. 54. PEOPLE DO THEIR BEST WORK WHEN THEIR LIVES WORK.
  55. 55. SO OUR DEFAULT SETTING IS TO FIT WORK AROUND PEOPLE’S LIVES.
  56. 56. (WORK AND LET LIVE.)
  57. 57. THESE ARE THESIGNALS THAT SHOW WE ARE TAKING OUR PURPOSE SERIOUSLY.
  58. 58. AND THERE WILL BE NO HIDING IF WE AREN’T.
  59. 59. A CULTURE IS DEFINED BY ACTIONS, HABITS AND CUSTOMARY BEHAVIOURS.
  60. 60. NOT BY WORDS ON THE WALL.
  61. 61. OUR OBJECTIVEIS TO FEEL COMFORTABLE WITH OUR WORDS ON THE WALL.
  62. 62. THAT WILL BE WHEN OUR ACTIONSARE THE SAME AS OUR
  63. 63. WHEN THE WORDS ON THE WALL REMIND PEOPLE OF THINGS THEY TAKE FOR GRANTED.
  64. 64. RATHER THAN TAUNTING THEM WITH THINGS THAT WERE PROMISED BUT NOT DELIVERED.
  65. 65. THAT WILL TAKE A LITTLE WHILE AND A LOT OF WORK.
  66. 66. UNTIL THEN, WE’LL ENJOY THE THRILL OF THE CHASE.

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