Developing a Behavioural Culture

Facilitated by Erik Vermeulen

Your marketing department

does not own your brand or

your culture, it belongs to the

collective behaviour of your

employees.

“

”

Culture as part of your Brand

You can’t sell it outside if you

can’t sell it inside. ”“

OLD: Brand = Logo, taglines, mission statements and stories.

TODAY: Brand = Consistent customer experience in every interaction with every employee.

We have to align what we say with what we do. This influences the way customers think.

By aligning what we say we do,

with what we actually do we

positively influence what our

customers think and feel.

“”

Why a designed Culture?

All companies have a culture – whether by design or default!

But a designed one helps with….

• Employee Behaviour,

• Retention strategies,

• Reward and Recognition programmes,

• Customer service,

• Motivation and,

• Team Development.

The ‘new’ culture should not be

seen as ‘new’. It should be seen

as a business case that rests on

doing what’s required to meet

the future demands of our

clients. ”

“

The Behavioural Culture Model

Life Skills / Values / Motivation / Attitudes

Vision, Mission and Values that are corporate focused, but individually applicable.

I am / I do?

A set of behaviours / Actions that guide all employees at every level of the organisation.

I am / I do?

Increase in goal-directed Actions

Strengthening the underlying behaviours lead to positive actions

towards achieving the company goals.

? Company goals determined by EXCO that will result from behaviours.

In order to achieve high standards of success, you are

required propel yourself forward towards your goals.

?

The Process

We change behaviour by

framing what we want people to

do into something that is

relevant to them. ”“

Exploration ValidationData and

DesignCulture Roll-

outMaintenance

Objectives:

1Unpacking and

critically looking

at the

organisation’s

Values and

Goals.

2. Applying “The

Golden Circle”

Deliverable:

2 Facilitated

sessions of 3

hours each.

Objectives:

Validate the

organisation’s

Golden Circle,

Values and

Goals.

Engage about

20-30% of

employees in

developing

behaviours

Deliverable:

Facilitated

sessions of 2

hours each over

several days.

Objectives:

Analyse the

data generated

in Validation.

Formulate

Cultural

Behaviours.

Design Brand

Booklet and

feedback to

EXCO.

Deliverable:

Brand Booklet

and Behaviours.

Objectives:

Introduce all

employees to

the Behaviours.

Deliverable:

Motivational

Employee

Engagement

workshops. 20-

30 delegates

per workshop.

Objectives:

Monitoring roll-

out, dip-stick

tests, and

assisting HR in

integrating

behaviours into

KPIs and other

measurement

instruments.

Deliverable:

2 on-site days

per month.

Does this fit with Change Management Thinking?

Developing a Behavioural Culture

Facilitated by Erik Vermeulen