The behaviours and quality of work we accept are the standards we come to expect from others.
How we personally behave and prioritise our time at work, when no-one is watching, reveals the standards we uphold for ourselves.
The routines, rituals, environment and “symbols” we use in our day-to-day activities, create cues for how we treat each other and where we focus our time.
The stories we tell.
The way we lead and manage others.
The experience we create – on purpose and by accident – for those we employ, those we buy from and those who use our goods and servers.
All these factors, and more, are baked into our experiences of organisational cultures.
At Clever Together, we know that positive, sustainable performance requires the co-creation and maintenance of a positive culture. This is why we help our clients to:
- co-create a shared understanding of their own culture;
- explore where their culture is supporting or undermining performance;
- co-create key “strategic assets” that are essential for a positive culture; and
- co-create shared plans for making organisations better places to work.
Co-creation and exploration of lived experience is key.
We blend our online workshops with leadership mentoring and coaching, focused on strategy and innovation, to help our clients consciously build their culture through deliberation and design, rather than through default and dogma.
Learn more about some of our work in this space by exploring some of our case studies, better still: get in touch for a chat.
Interested in reshaping culture and performance by helping organisations to co-create and live their values?
This is a service we’ve been called upon, time and again, to help drive people-powered culture-change within organisations.
The key to our success is to work with staff and stakeholders to co-create and agree shared visions and shared behavioural expectations, then to create and embed the necessary structures to help organisations use these new assets to change behaviour, together. From helping boards to rethink the routines, rituals, symbols and behaviours they use, to shifting the use of appraisals and selecting tech partners to help, to reviewing and addressing “staff experience” through the lens of values.