Workplace Culture Change Case Studies
Tech Sector Team
The starting point
Micro-management, tension and lack of leadership skills among directors
Minimal / tense communication between service desk, commercial and operations teams across 2 sites
Unhappy and unwell colleagues; high sickness absence
High turnover, agency spend & unfilled vacancies
Frequent heated arguments & complaints from clients
Managing Director on brink of burnout
“At the outset, this company seemed to think culture was getting pizza in on Fridays. The owners didn’t see the relevance of culture work to the bottom line, despite financial losses. The team tended to keep their heads down, avoid the bosses and keep their eye out for a better job opportunity. They naively expected the directors, who were technical experts, to know how to lead teams. It was an unhappy place, with some team members becoming unwell from the stress. ”
“I used to be the nitpicker. Now, the teams are shaping solutions on their own. It’s phenomenal!”
“As I’m not a manager I assumed I couldn’t make much difference. Now, I know that culture change can come from anywhere.”
What happened?
Just 5 out of the company of 20 opted to join intensive H.U.M.A.N. group coaching with Dr Jeanne Hardacre. Without the involvement of directors, they learnt and practised how to:
- Replace criticising “them” with assertive collaboration
- Build self-confidence and skills in influencing upwards
-Work across teams to speed up problem-solving
-Deal more skilfully with tensions and conflict
-Challenge unreasonable decisions and demands
-Support, encourage and coach each other
What changed?
More constructive, open challenge and discussions
More responsibility and accountability
More collaborative support across teams
Less fear of mistakes and more learning
Better teamworking across remote sites
More honest, considerate communication
Directors behaving with more respect
