Culture and Behaviours : Creating Confidence in your biggest asset

Culture and

Creating confidence
in your biggest asset

An organisation’s culture is defined by the sum of its behaviours. Trade-offs are often made – for example, what takes priority: profit or customer? Making the right decision at key moments is fundamental to your business.

  • Bad apple or systemic issue?
    When something goes wrong, most organisations seek comfort in pointing the finger at an individual. But it could be a deeper, systemic issue. Identifying root cause of the issue is critical to resolving it and building a more resilient culture.
  • Positive psychology - building a strong culture
    Having a strong culture that is built on strengths, not on rules, enables your organisation to be more agile, issues are escalated and dealt with quickly and potential crises are diffused. A carrot is more enticing than a stick.
  • Listen to the tone from the middle and tail, as well as the top
    Setting the tone from the middle and from the tail can be just as important as from the top. This 'combined' tone can be a powerful force in preventing poor behaviour. If tone is misaligned, it can be a tough message for leadership and easily ignored.
  • Controls vs controlling
    There is a balance to be struck between organisations being in control, and allowing employees the freedom to make decisions. How can organisations enable or prevent the behaviours they desire?
  • Cultural assessments - providing you comfort and support to maximise the value you can get from your culture.
  • Understanding what good looks like - helping you to define the behaviours your organisation requires.
  • Measuring your behaviours effectively - helping you understand what is happening within your organisation.
  • Benchmarking against your peers.
  • Providing an independent view - avoiding internal politics, and helping when you face external scepticism of your assessments.
  • Providing deep, practical expertise - a specialist team with a deep understanding of organisational psychology.
  • Staying focused - building momentum and engagement in order to stay on track and achieve your objectives.

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