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Creating a 'World's Best Practice' culture
- 2. © Jason Cunningham 2013
- 5. A set of shared beliefs, values and practices The behaviours we want every team member to exhibit Intangible, yet critical
- 6. 1. How we do things around here 2. What’s expected of us 3. What we expect of each other
- 8. Affects our enjoyment of work Affects our performance and effectiveness Greater chance of success If we’re aligned on ‘how we do things around here’, ‘what is expected of us’ and ‘what we expect of each other’, we’re more likely to be successful
- 10. Culture will evolve regardless We have the chance to create the culture we want
- 12. WE BELIEVE EVERYONE WANTS TO BE SUCCESSFUL, AND BE PART OF SOMETHING SUCCESSFUL. WE ALSO WANT TO SHARE IN EACH OTHER’S SUCCESS.
- 13. WE WANT TO CREATE AN ENVIRONMENT THAT ENABLES EVERYONE TO PERFORM AT THEIR BEST, AND THAT ATTRACTS AND RETAINS THE BEST OF THE BEST.
- 16. TO BUILD A WORLD’S- BEST CULTURE, WE MUST FOCUS ON INITIATIVES THAT WILL ATTRACT, RETAIN & MAXIMISE THE BEST OF THE BEST.
- 19. PRACTICE PRINCIPLES Respect Presume best intentions Focus on each other’s strengths Seek first to understand, then to be understood Make each other look good Authentic success Ubuntu Liberating people’s lifestyles
- 21. 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 propose…
- 22. 1/ DEFINE AND DOCUMENT THE BEHAVIOURS EXPECTED OF TEAM MEMBERS… …AND OF THE PARTNERS
- 23. To perform at our best, team members require several commitments from the Partners; we in turn commit to achieving certain outcomes. …where have I heard that before?
- 26. TEAM MEMBER COMMITMENT STATEMENT The behaviours and outcomes we commit to strive for. What we require from Partners to perform at our best.
- 27. 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.
- 28. 2/ SUB CULTURES
- 29. WORK-LIFE BALANCE EVENTS (‘fun’ & ‘team-building’) LEADERSHIP & MENTORING PROFESSIONAL DEVELOPMENT AWARDS & RECOGNITION GIVING SUB CULTURES INCLUDE:
- 30. 3/ CREATE A BETTER ENVIRONMENT & BALANCE
- 31. 3a) Create a better physical work / recharge environment > Redevelop lunch room area (by Christmas) > Hot desk / hot office
- 32. 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 > Formalising existing policy
- 33. ‘Fuel your future’ launch gift $50 fuel card OR $50 coffee card @Degani’s
- 36. NEXT STEPS Volunteers for Subcultures (3-4 for each) > Lists on notice board in tea room Commitment statement > Get your Commitment Statement signed by the Partners Choose your fuel > Complete and return form to Georgie
Editor's Notes
- The Partners wanted to address the elephant in the room – that for various reasons, the vibe around the place hasn’t been as great as it has been. We’ve 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.
- The next question we faced was – what is culture? It’s a hard one to answer, as it’s intangible and invisible – but it exists, and you can feel it.
- We’ve defined culture as…
- 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 WORLD’S 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 include…
- The overall culture of the firm will be driven by several ongoing working parties, or ‘sub cultures’
- The overall culture of the firm will be driven by several ongoing working parties, or ‘sub cultures’