“My issue with consultancy people is that they usually have lots of talk and Powerpoint and very little actual ability to create change or growth. Corporate Punk excels by communicating and planning to a very high level of detail. They have a proven track record in delivering step changes inside often complex businesses.”
– Scott Williams, CMO, Habito
We’ll work with you to identify 2-3 modules that will have the greatest impact.
We’ll work with you to integrate the right modules into an agenda that is tailored to your objectives.
What is an impact culture?
Culture is the most misunderstood word in business. Often regarded as an intangible and flaky element of the corporate world, it is actually the main enabler or inhibitor of performance. Drucker said it best: “culture eats strategy for breakfast”.
But what characterises the very best cultures – the ones that drive the businesses we all admire? What are their key traits? How have their leaders gone about the process of cultural development, and how do they manage this process, especially during times of pressure? What lessons can other leaders learn from them?
Included: What culture is and how is it defined; the five characteristics of an impact culture; why ‘culture change’ initiatives often fail; how to establish a common language around culture within your organisation.
Diagnosing hidden barriers to cultural effectiveness
‘Talking left and voting right’ is a phenomenon that is not just confined to politics. In fact, we all do it, especially at work. People ask for learning and development, then don’t take it when it’s offered. They say they want to work differently, and then revert to old habits. They claim to be collaborative, but seem more concerned with politics. In many organisations, this makes culture change difficult to achieve.
But why is this? What individual and group psychological traits and biases are at work? Beyond Maslow’s Hierarchy of Needs, what factors commonly influence behaviour? Drawing on the latest psychology we identify the most common hidden barriers to culture change, and offer some practical solutions.
Included: Included: Employee Psychology 101 – why talking left and voting right is more common than not; the role of psychology in organisational culture; why groups behave differently to the individuals within them; the three most common psychological trigger-points for employees and how to deal with them.
Insight for impact
Most workplace psychology focuses on the performance of the individual. Group psychology is less commonly profiled, and therefore less understood. This emphasis is wrong: success at work is a collaborative process, and the wrong team dynamics can lead even the best people to underperform.
Building on the foundations laid in Module 2, this module offers a deep dive into group psychology and explains the three elements that every leader must understand:
- Needs and goal values – what really drives team behaviour at work, and how are needs and values expressed within teams?
- The Political Map™ – what are the spheres of influence within your teams, how do they manifest themselves, and how can this be changed?
- Communication style – there are four key communication styles within teams. How do you identify and work with, not against, the dominant style?
Included: Group Psychology 101 – the factors that influence the dynamics and performance of every team; introduction to Political Mapping™; practical advice on how to diagnose needs, goal values, political issues and communications style; common group psychodynamic issues and what to do about them.
Building a connected structure
Experience is highly valuable in business. Indeed, it is how many senior leaders justify their position. But, in today’s digital age, experience isn’t everything: fresh insight also matters more than ever. Insight is often to be found via younger members of a team, who were born digitally native and whose thought patterns are unaffected by ‘how we’ve always done things around here’.
Connecting insight and experience matters now more than ever – and many management theories exist about how best to do this. So how do you know where to start? Drawing on nearly a decade’s worth of best practice in organisational design, in this module we explain how best to ‘break the matrix’, why fads such as Holacracy are likely to fail more often than they succeed, and what practical steps you can take to build a connected, effective organisational structure.
Included: Five key organisational designs for the 21st Century, and their relative strengths and weaknesses of each; three key questions to ask when planning your organisational redesign; ‘Structural KPIs’ – how to know if your restructure has been successful; best practice examples from around the world.
Taming the political monster
One of the oddest things you can hear when talking to organisations is “We’re a happy ship – there are no politics here”.
No organisation can or should aspire to be politics-free. Every organisation is political, and every organisation should be political. Competing agendas can be healthy if natural tensions resulting from those agendas are commonly understood and navigated in a way that is open, honest and with the business’s best interests firmly at heart. Conversely, bad politics are what happens when individual agendas or the wrong kind of internal narratives start to dictate how things get done.
Drawing on our extensive experience in organisational profiling and leadership development, we deep dive into the difference between good and bad politics, explain the warning signs to look out for, and offer a range of practical advice about how to tame the political monster.
Included: Good vs. bad politics; six key diagnostic questions; The Emotional Wake – why and how most leaders unintentionally create unhealthy politics; how to turn your negative politics into positive ones.
The future of HR and L&D
21st century business success comes from helping people to perform at their creative best, rather than treating them as production line robots. Creativity is a people-powered discipline – so it stands to reason that HR can and should be playing a critical role in driving organisational effectiveness.
For HR, effectiveness isn’t just about the function itself; it’s a question of how well the rest of the business supports and enables it. We explain why HR matters more than ever, how to go about developing a compelling, relevant and distinctive vision for HR, and how to connect HR to Board level conversations in ways that directly drive business performance.
Included: The role of HR in the 21st Century; the seven habits of highly effective HR teams; a framework to develop a vision and mission for HR; connecting HR to business strategy, and building prestige at Board level.
Developing an effective strategy for cultural transformation
Culture change is complex. To be successful, there are a number of levers that leaders need to pull – from internal communications to establish context, to implementing new structures and ways of working, to agreeing measures and incentives. It can be difficult to know where to start, and how to maximise success
This module provides an essential overview of the ingredients of successful change, and the key steps you need to take to deliver them. It includes a strategic planning template that participants can start to complete during the session, then finalise and implement afterwards.
Included: what ‘culture change’ actually means; the key building blocks of culture change strategy and planning; the Culture Change Strategic Planning template; implementation best practice.
Conducting the pre-mortem – building plans that work
The simple fact is that most culture change initiatives fail. They do so because they don’t tackle the real problems impeding culture, or their scope isn’t correctly defined, or because leaders aren’t willing to change their own behaviour. And this isn’t an exhaustive list.
Failure is preventable – but only if the potential issues are spotted and addressed in advance. Using an approach known as the Pre-Mortem, we will invite the team to consider all the issues that might stand in the way of successful culture change, and create a practical, implementable plan to overcome them.
Included: the Pre-Mortem; common leadership blind spots and how to overcome them; best and worst practice examples.