Culture Shift

 
 
 
Colin Jellicoe, VINCI Construction, Chief Human Resources Officer

Colin Jellicoe, VINCI Construction, Chief Human Resources Officer

Guy has been a breath of fresh air to our business and instrumental in converting VINCI’s hopes and aspirations into a reality through our management development/culture change program. I would have no hesitation in recommending Guy to anyone who is committed to change within their business and open to ideas.

Ask the right questions

What are you trying to achieve? How important is it? How brave are we? Do we want a sticking plaster or do we want to get to the root cause? What would Living Brave mean for us? What difference can it make? Will people buy into it? What is our history of seeing things through? How easily distracted are we by the everyday melee? 

If you are like every other business in the world, then some things are working well and some are not:

  • there are the issues that everyone knows

  • the ones everyone talks about openly

  • the things that people have given up talking about

  • the stuff that does not get spoken about at all

  • the conversations that reinforce the myths and damage change capability

Beyond chalk and talk

We believe strongly that if you cannot measure the outcome then the chances are you have just put on set of learning events that achieved little, we typically achieve a full return on investment for the investment costs with a range of cultural impacts that are observable in other key metrics.

When it comes to longer term change strategies we deliver a blended, customised approach that speaks directly to the people attending, our material is crafted to speak to the myths, stories and perceived barriers that exist in your business.

  • We create a credible, regular feedback loop between the stakeholder, participants and those that sit beneath.

  • We call our approach to ROI, the 'so what....?'

Workshops

  • Support a change initiative or part of a learning programme

  • Part of bringing the Living Brave® approach to the business

 
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  1. Foundations for Living Brave: Exploring the key mindsets and methodologies to Living Brave
    This is the starting point for individuals and teams to define themselves as Living Brave, it explores the thinking, approach, tools, individual and cultural hurdles, permissions required and acquiring a 'license to operate'. The key outcome is absolute focus on ones own Compass, Accountability, Presence and Contribution.

  2. Stepping into Living Brave: Making Living Brave a reality
    Answers how to engage others in the Living Brave journey. Reinforcing those excited about the journey, challenging, motivating, engaging, winning the hearts and minds of those that are suspicious of change, fearful of exposing themselves and those who may not have the personal confidence to engage in a new endeavor. The key outcome is on engaging others in their own journey to Living Brave as an individual, team member and cultural advocate.

  3. Sustaining Living Brave: Sustaining change and creating legacy
    This workshop focuses on how change is sustained and creates its own momentum. Change is often challenged not by the initial excitement, but by the reality of the everyday business focus that often drains the energy and focus from the overall program. This workshop is a key component of challenging leaders and participants to stay the course.

Diagnostic and Assessment

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When embarking on behavioural and cultural shift we have found without fail that the outcome required sits squarely in the quality of the knowledge transferred, the insights of the delivery team to the culture and the facilitators credibility with participants.  Get these three things right and the magic starts to happen, skip or skimp at the start due to time constraints or perceived budget constraints and all that happens is that 12 months later someone senior says, "Why didn't you invest a bit more at the start".

When done right a diagnostic achieves four things:

  • Insights for the facilitators so they can reinforce credibility, bring the unknown back into the business and add this to the design element of the programme

  • Familiarisation for the delivery team so they are familiar with the environment and points of reference that exist, this greatly enhances their credibility and gives participants the opportunity to adjust pre-event to the style of the delivery team

  • Diagnostic information is hugely important, armed with what people are truly thinking, saying and doing, we are able to play this back in the sessions which reinforces the good whilst challenging the poor behaviours

  • Viral marketing always occurs, if you just send an email inviting people onto the programme the message will be negative and damaging. Create a message that says: this is different, these guys are switched on, I had a great conversations, I left feeling excited. Then when this is the dialogue, the change is already starting.

Diagnostics
There are many routes to achieving the four themes detailed above, mainly we achieve this through some or all of the following:

  • Interview

  • Forum

  • Survey

  • Observation

  • Conversation