Engagement eBook materials... · 2018. 10. 18. · engaged (in this case the innovators). So high...

©Walking the Talk, Ltd, 2018 All rights reserved | Aug17

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eBook

eBookEngagement

Insights and practical advice on how organisations can use culture to improve engagement from Walking the Talk.


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How to use culture to improve engagement...and more

For example, a strategy to win market sharethrough being first to market with new productswill require a culture which encouragesinnovation, fast implementation and the abilityto correct fast. Engagement is a measure of howmotivated people feel. But what type of people,and motivated to what end?

For sure having people motivated is better thanhaving them demotivated. But what if thepeople who are motivated are slow moving andconservative? How will this help your newstrategy? It can happen that when anorganisation adopts a new strategy, anddemands a new culture, some people who fittedwith the old ways actually need to leave, andthese people may feel quite disengaged.When you actively manage your culture inservice of an intended business outcome, thepeople who you most need will become veryengaged (in this case the innovators). So highengagement is an outcome of the right culture.

At its most simple, it is an indicator of 'stay, say,strive' - the likelihood that employees will staywith the organisation, speak well of it to others,and put in their best effort. The word'engagement' speaks to commitment to eachother. In short, engagement describes howemployees feel, which can be considered the'climate' of the organisation.

What is the relevance of culture to anorganisation that is focused on engagement?Firstly, culture is not engagement. Culturerelates to behaviour, engagement (or climate) tomotivation. Culture is the patterns of behaviourthat are encouraged or discouraged overtime. These behaviours will either facilitatebusiness performance, or they will hinderit. They will either be aligned to values that willbuild your brand and reputation, or they willnot. Certain behaviours are more critical forcertain strategies.

Employee engagement is now a metric measured annually in many corporations.

By Carolyn Taylor, Walking the Talk


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In the Walking the Talk methodology, we haveone of six cultural archetypes as People-First. People-First cultures have made thedecision that by placing 'caring for theiremployees' at the very top of their valueshierarchy, they will best achieve their businessoutcomes. For these organizations, engagementis a perfect indicator of their culture goals. Butfor other organisations, Achievement, orbuilding a more accountable and outcomefocused business might be the most importantculture goal. It is hard, however attractive itmay sound, to focus on more than one culturalattribute at a time. So you need to consider thekey communication message and area of focusthat is most relevant for your businessimperatives right now. By focusing on this culture goal you will achieve

high engagement as an outcome, but you willalso achieve a whole lot more. Specifically thebusiness outcome for which certain behavioursare critical. Be interested in your engagementscores, because they are a good indicator ofyour organisation's health. But invest themajority of your effort in building the cultureyou need to achieve your business goals. Whenyou look up from this process, you will find thatthe employees you really need will be highlyengaged, and the rest will either be striving tochange to fit into the new culture, or leaving theorganisation.

To offer a slightly different perspective, here isan article on culture and engagement by Hewitt,who own one of the most commonly usedengagement surveys.


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Defining culture… it’s NOT engagement

So here is what I think is the best definition ofculture. Let's dissect this definition together inorder to see how it differs from engagement.

Culture is the patterns of behaviour that areencouraged, discouraged and tolerated by peopleand systems over time.

Patterns of behaviour

The hallmark of culture, behaviour, or how weconduct ourselves with others, is observable.When we are talking about culture, we areinterested in the behaviour that occurs inrepeated patterns. These repeated patternsdetermine the outcomes that the organisationachieves. Culture is what people DO again andagain. Engagement is about how employees thinkand feel about the organisation.

Encouraged, discouraged or tolerated

In my experience, most organisations toleratebehaviour more than they actively encourage ordiscourage it. The patterns of behaviour that arepresent in an organisation have either beentacitly or overtly encouraged or discouraged overtime, the tacit behaviours are what is tolerated inthe day to day, sending a message that abehaviour is OK. The News of the World offers aninteresting insight into this. Getting stories wastheir key process, but how they got their storieswas a key differentiator.

I was recently involved in a Ministerial Summiton Corporate Culture in London. Two thingsstruck me at the event. Firstly, after spendingthe last 17 years highlighting the criticality ofculture, it feels as though it has truly ‘arrived’.After achieving status as Merriam-Webster’sdictionary word of the year in December, cultureis referenced in almost every newspaper andmagazine. On or offline, it is omnipresent.

Secondly, despite the frequency with whichculture is being mentioned, I can’t help having asense of disquiet that, despite the fact we’re allusing the same word, it has different meanings. Ibelieve that the debate on culture will besignificantly enhanced when we have a clear andconsistent definition of what culture is, so Iwould like to start that discussion.

The main confusion I observe is that peopleperceive that culture = engagement. They aredifferent things. One way I would describe thedifference is this. Imagine you have two footballteams. Both feel proud to be playing for theirteam and are happy and motivated as they runonto the field. Once on the field, one team playsan offensive game, the other a defensive game.The culture of the team will relate to the type ofgame they played, not how they felt runningonto the field or how they feel about their team,this latter description is the equivalent ofengagement.

How is culture distinct from engagement?

By Amanda Fajak, Walking the Talk


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When people comply with these systems, theyare generally rewarded (encouraged). When theydon’t comply, they are either punished(discouraged), or the behaviour is tolerated.Either way, a message is being sent about what isreally valued ‘around here.’

When measuring engagement, the sort ofconstructs that would indicate this include:measures of leadership effectiveness, satisfactionwith pay and reward, and satisfaction withopportunities for promotion.

Over time

Culture is created over time. It is like a well-wornpath that is driven into the organisation. Werefer to corporate blindness as a phenomenonthat occurs when the patterns of behaviourbecome like a comfortable pair of shoes, youmay not like them, but you almost don’t realisethat you are wearing them. When someone joinsan organisation, or observes from the outside,the patterns of behaviour can be more evidentthan from inside the business. The insidiousnature of culture is that over time, it can be like aregular drumbeat that envelopes individuals intothe fold.

In summary, culture is a complex structure that iswholly distinct from satisfaction and engagementWhat we do know is that where organisations areclear on the culture they seek; where they areclear on the behavioural framework, and whereleaders in those organisations actively encourageand discourage behaviour around thatframework, people are clearer about what ittakes to be a successful member of thatorganisation. Once that clarity exists, individualscan choose whether that organisation is a goodfit for them.

From what I have seen over the years, wherethere is cultural clarity, where individuals feelthat they have choice, and where individuals acton that choice, you’ll find healthier organisationswith higher levels of engagement.

Feedback in the Leveson Inquiry suggests thatwhilst no-one overtly encouraged phonetapping, leaders ‘turned a blind eye’ to the well-known practice. In this case, ‘tolerating’ createda perceived acceptable pattern of behaviours.

In my experience, companies that have ‘healthy’cultures encourage and discourage more activelyand tolerate less. They do this by having clearframeworks and asking questions to challengecomplacency. As Carolyn Taylor, the ExecutiveChair of Walking the Talk notes in her articleon Google’s culture:

“What I admire about Google is that they have …conversations vigorously, because they feelpassionate about what they stand for. Theymake their decisions within the context of theright conversation.”

When measuring engagement, the sort ofconstructs that would indicate evidence of‘encourage’ and ‘discourage’ include; measuresof the extent to which people give feedback onperformance, level of communication in theorganisation, and the relationship betweenleaders and employees.

By people and systems

Culture is created as equally by systems such asthe performance framework, structure of anorganisation and its pay and reward structure, asit is created by its people. When I say ‘people’,my focus here is not on what people say, butwhat they do. One of my favourite quotes is“people follow what you do not what you say,”and for me this particularly emphasises that the‘walk’ and the ‘talk’ play a key part in shapingbehaviour. People, particularly leaders oforganisations, actively reinforce patterns ofbehaviour by what they pay attention to andhow they themselves operate. The systeminfluences patterns of behaviour by influencinghow people spend their time, how finiteresources are utilised as well as shaping theframeworks that people operate within.


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Culture vs. engagement – what every business leader should know

Similarly, your organisation needs to have amotivated and engaged workforce. If humanbeings deliver your product or service, how theyfeel about your organisation and how motivatedthey are to exert effort, particularly discretionaryeffort, will impact your ability to deliver againstyour business goals.

What we know is this: Where an organisation hasmore clarity around its culture and what isexpected of individuals within the organisation,there will usually be clarity between what leaderssay and what they do; and the more that thevalues of an organisation align to the values ofemployees, the higher the level of engagement inthe organisation. There is therefore no doubtthat the relationship between engagement andculture is a strong one.

This strong relationship, however, does not meanthat working on engagement will deliver yourcultural objectives, nor vice-versa, both need tobe worked on hand in hand.

Rather than suggesting answers, I’d rather takethis opportunity to pose some questions to getyou thinking in terms of culture vs. engagement.

At Walking the Talk, we like to use the followingdefinition of culture.

Culture is the patterns of behaviour that areencouraged, discouraged or tolerated by peopleand systems over time.

Employee engagement, however, is:

“A workplace approach designed to ensure thatemployees are committed to their organisation’sgoals and values, motivated to contribute toorganisational success, and are able at the sametime to enhance their own sense of well-being.”

Both constructs are important for organisations.The organisation needs to have patterns ofbehaviour that will underpin the strategy. And itis patterns of behaviour that will either enableyour business, what it needs to achieve now andin the future, or detract from it. Working on yourculture gives you clarity around the patterns ofbehaviour that are present today, as well as thepatterns of behaviour that you’ll need in thefuture to be successful.

If you haven't had a chance to read my first entry in this series, ‘Defining Culture… It’s NOT Engagement', for the purpose of today’s discussion, all you’ll need to know is that culture is a separate construct from engagement. Both are absolutely critical and can be aligned. However, the analogy is something like comparing revenue and profit - they are kind of linked, but there are also a lot of variables between them.

By Amanda Fajak, Walking the Talk

http://70.99.194.78/defining-culture-its-not-engagement/


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Culture Questions:

• To what extent is it implied or expected thatyou look for mistakes?

• To what extent is it implied or expected thatyou encourage others?

• To what extent do inefficient practices andprocedures go unchecked in thisorganisation?

• To what extent are you expected to thinkahead and plan?

• Are managers available to discuss work-related problems?

• Does the staff of this organisation have apositive attitude towards dealing with itscustomers?

Engagement Questions:

• Given the opportunity, do I tell others greatthings about working here?

• Would I hesitate to recommend thisorganisation to a friend?

• Do I intend to be with this organisation for atleast another 2 years?

• Does this organisation inspire me to do mybest work?

• Does this organisation motivate me tocontribute more than is normally required tocomplete my work?

• Do I often think about leaving thisorganisation?

As you can see from these questions, theanswers to both sets are useful and critical tohow you do business. As someone once said tome, "ask the beautiful question and get thebeautiful answer". When talking culture, be clearon the construct that you are exploring. Makesure you are asking the beautiful culturequestions.


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Corporate values: Why we need to bring back love in the office

This was followed by a second of blank silencebefore the conversation resumed, but the tonewas different. The sharing was deeper, theatmosphere more relaxed, and people weresmiling. The difference that expressing love hadmade was striking. In an organisation thatrepressed emotions, this person had brokenconventions and made the team incrediblystronger.

Why is love good for the office?

One of the most important aspects of a mindsetof love is that it breaks down barriers; lack ofcooperation is often underpinned by a lack offeelings, a lack of interest in others. With love,forget about the blame culture that cripples somany organisations. Love removes buffers. Itfosters collaboration.

Love can take many forms: We can love ourteam, our peers, our leaders, our business orsimply our work. All the words below are anexpression of love in some way, shape or form,and could be key to empowering corporatevalues:

• Empathy.• Passion.• Diversity.• Emotional intelligence.• Listening actively.• Seeking to understand.• Acceptance.• Trust.• Care.• Mindfulness.

An unexpected expression of love

I was facilitating a workshop with a cross-functional team that had been through anintense few weeks of work with a highlystrategic remit. They had had a tough time, buthad bonded in the process and achievedsomething highly significant for theirorganisation. As they were sharing theirexperience, one of the participants, a down-to-earth forty-something male with a technical jobwho had struggled with some aspects of theproject, suddenly blurted out, “Love you all.”

What is love in the office?

I am obviously not talking about the shenanigans that come to mind when talking about love at work - I’ll leave that to someone else. What I am talking about here is the value of love, the resulting behaviours, feelings and mindset, and the impact it has on our working relationships.

By Jerome Parisse-Brassens, Walking the Talk


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I got to know the man who expressed his love forhis cross-functional team better. All the teams heleads love him (Please note my choice of words).People will go a long way for him. Why? Heshares love, he says the word, he gives hugs, hehas time for people and he tried to understandthem. Last year in his company he was votedBest Manager of the Year.

Never stop loving

I have learned that you should always hear theother side of the story: One of my colleagues is ofthe opinion that too much love is not good,because it leads to compromises and to doingsomething to please the other party rather thandoing what is right.

Love and empathy

Empathy is a strong expression of love. The term“empathy” is used to describe a broad range ofexperiences. It is often defined as “the ability tosense other people’s emotions, coupled with theability to imagine what someone else might bethinking or feeling”. It is about finding yourself inthe shoes of the other party. Empathy is a keyingredient of successful relationships because ithelps us understand the perspectives, needs andintentions of others. It reduces a number ofunwanted behaviours such as prejudice, bullyingand inequality. Research has shown thatManagers who demonstrate empathy haveemployees who are sick less often and reportgreater happiness (Scotta, B.A., et.al. Organizational Behaviour and HumanDecision Processes, November 2010).

How to become more empathetic? Get out ofyour own head, focus your attention outwards,don’t make too many assumptions and usemindfulness. Meditation has been proven toincrease empathy in the short term.

Empathy is also at the very heart of customer-centricity. At Walking the Talk, when working onfacilitating culture change for our clients, wesometimes find a low level of customer-centricity, and we know right away that empathywill not be high on the agenda. Often though,our clients will argue that they are customer-centric, that they know who their clients are andwhat their needs are. But just as often, we findthat true customer-centricity, the understandingthat comes from listening actively, the emotionalrelationship with, or more simply the love forthe customer, is not present.


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Behaviours at work: What to do if you're feeling disengaged

What can you do to become more engaged?

Stopping being disengaged is about findingsatisfaction in your job. Over time and in theright environment, you will become motivatedand fully committed to what you are doing and toyour employer. Here are some of the things youcan do:

• Grab the first opportunity that presents itselfto move outside your comfort zone. Tell yourmanager you want to be challenged. Tell themthat you enjoy what you do, but that you needto keep learning. Or simply find a personaldevelopment opportunity.

• Work on your relationship with your manager.Get to know them better. Try to put yourselfin their shoes and see things from their pointof view. Ask to spend time with them and tellthem how you are feeling. Identify what youcan do to improve your relationship,relationships are always two-way.

• Try to find meaning in what you do or in whatthe company does. If you work for a bank,isn’t everyone’s job to provide a service tocustomers and help them lead a fulfilling life?

You know that you are disengaged when:

• You don’t feel like going to work in themorning.

• You watch the time during the day.• You stay isolated at work.• You hate your manager.• You don’t like what you do.• You keep looking for a new job.

Disengagement is quite common in organisations and it can affect anyone. Sometimes it is temporary, sometimes it is permanent.



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What can leaders do?

Leaders have a critical role to play in maintainingtheir people engaged. They must find meaningfor staff in the service the organisation provides;they must make sure employees are offeredopportunities for development; they must createa thriving workplace culture; and they mustensure that managers are equipped with thepeople skills they need to build healthyrelationships with their reports.

• Assess your personal values and identifywhich ones are at odds with theorganisation’s values. See if you can live withthat. Identify the values you like in theorganization and focus on them.

• If all else fails, look for another job, butbefore signing your new contract, make sureyou have assessed their culture, that youhave guarantees you will grow in your job,and that your manager is someone you canrespect and build a solid relationship with.


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The top 2 reasons why employees leave

What to do?

This is where leadership development comes intothe picture. A healthy 360 feedback process willprovide the data to start doing some personaldevelopment work, combined with reflection andcoaching. These managers need to be supportedto develop the skills they are lacking andunderstand the personal impact they have ontheir direct reports.

• Those who don’t manage their shadow. Everyleader and manager has a long shadow. Thismeans that the impact they have on thepeople around them, direct reports included,is broader and deeper than their role oraccountability. Every word they are saying isbeing listened to, and every action they take isbeing watched. People interpret the messagessent through their own view of the world, andact in a certain way in response. Managerswho do not manage their shadow can have adetrimental effect on people, leading them tobehave inappropriately.

Staff turnover is healthy. You want new blood,new thinking, new approaches to make yourbusiness better and richer. But at the same time,you don’t want your staff to leave quickly,because this means losing knowledge andexperience, without mentioning the pain andthe cost of recruiting.

There are two main reasons why people leaveorganisations.

1. They leave their manager

Bad managers are the plague of a business. Theycan create havoc and cost you a lot of money.The impact on the organisation is far reaching;recruitment costs are on the increase, thereputation of the business suffers, you can’t findthe quality people you are looking for, andpeople lack motivation and are therefore notproductive.

“Bad” managers fall into two broad categories:

• Those who have poor people and leadershipskills. They are either too direct or can’t readsomeone, they don’t listen, they are bossyand autocratic, sometimes they are incapableof managing their emotions. They can also becompetitive, highly perfectionists, self-centred, or just don’t care.

Staff turnover is healthy. You want new blood, new thinking, new approaches to make your business better and richer. But at the same time, you don’t want your staff to leave quickly, because this means losing knowledge and experience, without mentioning the pain and the cost of recruiting.



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What to do?

Build a healthy culture within your organisation.Start by looking at what you are trying to achieveand how you need people to behave, feel andthink to deliver on this promise. Define the targetculture you need, assess the current situationand implement initiatives to bridge the gap.Those initiatives must include supportingmanagers to manage their shadow as well asleadership development. You may want to tweakcertain processes and send new symbols tosignify that things are changing.

What to do?

It is critical to help leaders and managersbecome aware of their shadow and of what itmeans. Self-aware managers can spend a littlebit of time analysing the messages they aresending through the decisions they make, thesymbols they chose, the processes theyimplement, and self-correct if they realise themessages they are sending are the wrong ones.This can have a dramatic and profound impacton people.

2. The culture is not right

This still happens too often. You are recruitingand have found the person you really need.Instead of painting an honest picture, you makethings sound rosier than they are, and youdescribe a culture that is more wishful thinkingthan reality. The person joins and is verydisappointed. Sometimes they leave.

Culture is the way things are done around here,it is the patterns of behaviour that areembedded in the workplace. Those patterns canbe healthy and produce the business results youare after, or they can be unhealthy and havedisastrous consequences such as what we sawwith Volkswagen in the last few years.

If people do not fit culturally with theorganisation, it is highly likely that they willbecome disengaged over time. They may have apersonal clash of values, they may disapprove ofthe behaviours that are tolerated, or thephysical environment may be simply unpleasant.


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Your key to staff engagement may not sit where you think…

One day she showed me the engagement scores;they had been flat for a few years, despite manyinitiatives underway and the most recent perks. Isuggested that a study of the culture could revealwhat was the root cause of the problem, andhow it impacted engagement. We conducted anassessment of the behaviours present in theorganisation, as well as the values and the beliefsdriving those behaviours.

Are you in one of the following situations?

• Your engagement scores are plateauing orthey have started to decrease.

• You have implemented many initiatives toincrease engagement but they are losingsteam and achieving little.

• Business results are starting to be impactedby the lack of engagement.

If you answered yes to one of those threequestions, you may need to look at yourorganisational culture. This is where the key tounlocking engagement issues may be sitting.

Here’s what I found at a client of mine.

This organisation provides services in the humanservices sector, with many staff facing clients onan everyday basis and caring for them.

The chief executive was feeling that somethingwas not quite right. Results were great but thegrowth rate had started to decrease. In thecorridors, she could hear people complainingand employee turnover was on the increase.

Engagement will give you a measure of the outcome, but culture will help you to measure the extent of the underlying issues.



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When assessing your culture for engagement,here is what you need to look for:

• Look beyond systems, processes and perks.

• Identify the behaviours adopted by theorganisation, in particular those that havebecome habits and assess whether they arehelping, or playing against, implementation ofyour strategy and achievement of yourmission.

• Compare leadership behaviours with othersand check alignment.

• Identify the values, beliefs and assumptionsdriving the behaviours and isolate those thatare self-limiting.

• Finally, if you have engagement data, identifythe elements that are aligned with the culturedata and those that aren’t. Dig a little in thosethat aren’t, this may bring a new light to yourengagement score.

I believe in a balanced view of the world. Whatthis means in relation to this blog is that I believethat you need to measure both culture andengagement. Engagement will give you ameasure of the outcome, but culture will helpyou to measure the extent of the underlyingissues. As your doctors will say, you can alwaystreat symptoms, but they will persist if you don’tattack the root cause of the problem.

It did not take long to identify the problem. Theorganisation was publicly listed, and because ofthe pressure on results from the board and fromshareholders, leaders had developed a strongdrive for healthy commercial results and forefficiencies. Field staff, on the other hand,worked in the business because of the meaningthey found in their work, the services theyprovided to customers and the human touchthat meant everything to them. Over time, staffhad built a belief that leaders valued profitinstead of the human dimension they treasured,and they resented this. It was, however, not thetruth; the leaders valued what they offered tothe community, but they were too busy runningthe business to spend time with staff and sharethe human value they had in common. Becauseof this perceived disconnect, behaviourssuffered, and engagement scores went down.

The simplicity of the issue was surprising and itwas easy to fix; Reconnect leaders with staff,lead a few conversations, implement somesymbolic changes that demonstrate how muchleaders value the essence of what theorganisation is about. Working on engagementhad not uncovered the problem, because culturewas the key.

What a measure of your organisational culturecan do is to unlock engagement. Understandingwhat drives people to do the things they do iscritical. In a way, engagement is an outcome ofculture, so to change the outcome, you need tochange the drivers.


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Challenges in interpreting engagement data

A third challenge is that the it can be difficult todetermine what has influenced the scorebecause the overall score and the item scores donot link to specific actions or initiatives. Mostorganisations use the score as their key peopleperformance measure. The organisation uses thescore as a year on year comparison to determinewhether people efforts are generally hitting themark, such as whether development approachesare producing managers who are suitably skilledto handle the challenges of the day. A uniquescore for each people leader is also a key metricin their annual performance review.

Culture surveys are often conducted as a one-offtrigger for transformation efforts, yet conductedannually, a culture survey could provide HR andbusiness leaders with regular insights to informtheir ongoing culture management strategy.

One of the challenges in interpretingengagement data is that results can beinfluenced by employee reactions to climatefactors such as a poor manager, the officeenvironment and recent organisationalchanges. Consequently, it can be hard todetermine whether results are truly reflective ofthe organisation’s engagement or if they havebeen skewed by a recent organisational event,such as downsizing.

A second challenge with engagement is thatresults are a lag indicator. There are oftendelays in disseminating results to theorganisation. Traditionally organisationsmeasured employee engagement anywherefrom annually to annually. These results providea year on year comparison and a people metricfor leaders in a balanced scorecard approach toperformance. The challenge with this approachis that data becomes dated quickly and it can behard to differentiate between reactions tounpopular decisions and true employeesentiment.

For this reason, many organisations are movingtowards more frequent pulses, or a rolling cross-section of employees, on a monthly or quarterlybasis. While still a lag indicator, these pulsemetrics provide real time data that organisationscan use to gauge the resonance of organisationaldecisions and initiatives.

By Rebecca Downie, Walking the Talk

Engagement will give you a measure of the outcome, but culture will help you to measure the extent of the underlying issues.


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How to turn your employees into brand advocates

Here are a few useful steps to follow:

1. Clarify the values and the behaviours thatwill drive your organisation to success.

2. Immediately start role modelling them.3. Work with your leaders to support them in

becoming role models of the culture. Thisinvolves making them aware of their shadowand helping them to self-correct.

4. Communicate the espoused values andexpected behaviours to your employees.

5. Ensure your systems and processes do notcontradict the values or push people tobehave differently. If they do, you need tochange them.

6. Check the symbols you send about what isvalued, especially in meetings and in howtime and money are spend. If the symbolssend the wrong messages, change them.

7. Keep walking your talk.

Employees who are satisfied with the culture oftheir organisation will be more productive andpositive, and will become your best brandadvocates.

Twenty years ago, branding was still new andorganisations were reluctant to spend anymoney on it. Today, every organisation has abudget for its brand. Everyone is clear that thebrand of a business is critical to its success.

So how can you use your employees to becomebrand advocates and help improve thereputation of your business? It’s simple: work onyour culture.

Culture is what brand used to be twenty yearsago. Organisations are becoming increasinglyaware that budgets for culture are more thandiscretionary spending, and that culture is areal enabler of success. Having in place theculture you need to deliver on your ambition iswhat every leaders to should be working on.

Employees will become your brand advocateswhen you start walking your talk

What does this mean? In simple terms, you mustimplement the culture that you need and thatemployees will thrive in. You must stopdescribing the culture you want, but startbehaving in alignment with it. This will createtrust in your employees because they will seethat the talk and the walk of the business arealigned.

Employees who are satisfied with the culture of their organisation will be more productive and positive, and will become your best brand advocates.



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Walking the Talk is a world leader in helping clients align their culture with their strategy to deliver business results.

Our proven methodology creates powerful culturetransformations that leave organisations with lasting cultureleadership and culture management capability.

Simply put, we make culture do-able.

Contact us to find out more about how culture transformation and management can help you achieve your business goals.

[email protected]

Head Office: +31 (0) 20 520 6872Europe: +44 (0) 207 100 6999Asia Pacific: +61 2 8310 5285Latin America: +55 19 3329 1038

walkingthetalk.com

More insights can be found in the book ‘Walking the Talk,

Building a Culture for Success’, by Carolyn Taylor

Random House Business books ISBN 9781847941572.

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