Embarking on a Culture Change Initiative? 3 Keys to Success

Culture can be defined as the set of beliefs and behaviours of an organisation’s workforce. It is created from the messages that are received about how people are expected to behave. Cultures bind people together through shared goals, beliefs, approaches, routines, needs and values. Peer pressure helps behavioural norms develop over time, and these are influenced by the type of work performed, organisational history, successes and failures, physical conditions, the workplace environment and the demands of external entities such as customers, stakeholders, economic conditions etc. But the strongest influence on cultural norms are the senior leaders and managers within an organisation. It is the messages and the behaviours of this group that is most influential in shaping the culture of an organisation.

Listen to the Data, not the Sales Pitch – the Case for Multi-Metric Staff Surveys

Written by Dr John Viljoen,  Associate Consultant

Visiting a client recently to discuss information needs from their next staff survey, I was asked the question “What do you think are the most important metrics we should be seeking from our staff survey?“

I think this is the wrong question.  The most important metrics are the ones the data uncovers.  And, if you are lucky, the data will uncover some blind spots too.  In fact if it doesn’t do this you are probably using a fairly pedestrian diagnostic.

Performance Focused Organisations: Organisational Paradoxes

There are many paradoxes in organisations – elements which are actually under tension, yet to be successful, an organisation must provide both elements. I will call them Organisational Paradoxes.

For example, the need for strong personal reputation and career growth vs the requirement for strong individual contribution to the business / organisation goals and growth aspirations. This is especially true in research organisations, such and universities, and legal organisations.

Spontaneous Recognition

A post by our Client Manager, Di Franklin.

Reward and retention is a very hot area at the moment. There are real skills shortages and it is essential that organisations move strongly to retain good, solid performers as well as their high performers. Much of this is handled in a planned manner, and maybe even managed centrally. However, it is also critical that the spontaneous recognition of continuous strong performance, as well of individual acts that go beyond your expectations.

The Power of Sorry

Here in Australia the word sorry has a strong meaning. It will be part of our history. In a nutshell, as part of the reconciliation process with our original inhabitants, our previous government refused to say sorry for decades. More recently, a new government has redressed this, and now our aboriginal inhabitants and our non-aboriginal inhabitants can move forward.

I am similarly noticing a real reluctance in organisations to say sorry. Sorry for messing up. Sorry our processes did not produce an outcome that meets your expectations. For providing faulty goods.

Management Skills for Performance: The Big Picture

Strategic Skills for Managers

Managers are often told to see the big picture; maintain a big picture view; see the big picture first;operate from the big picture. But what exactly does that mean?

If you struggle with this concept (I find that it is rarely explained), here are six steps you can take to operate within the big picture. The big picture is your ability to understand the wider context of the decisions that you make as a manager and leader within your organisation.

Management Skills for Performance: Attracting and Keeping the Right People

Select the Right Person First Time, and then Embark on a Continuous Journey of Good Management and Continual Learning

Performance Focused Organistions understand that hiring the best person for a position is the crucial first step when implementing a strong performance culture within the organisation.

At Indra Process and Performance Consulting we can assist with your staff selection, staff management and staff development. It is no longer Ok to believe that you can hire on “gut feel” or instinct. You want to be sure that the people that you hire can perform their role, achieve high job satisfaction in the way that you have designed the position, and contribute to the organisation in many different ways.