Case study

George P Johnson (GPJ)

 
 

Need

To build a culture of accountability.

Action

I advised GPJ that cultural change starts with a strong strategic business plan. After all, how can people be accountable for delivering results when the goals haven’t been articulated?

I discussed with the Executive Team how to future-proof GPJ’s business and built a framework for delivering short, medium and long-term solutions.

Together we developed a catchphrase that would help drive cultural change: “We care, We own it, We are all in, All ways.” All ways meaning diverse and divergent perspectives, and always.

I then designed and delivered sessions that would take the concept of “owning it” to employees and articulate why it matters. We shared techniques on boosting effectiveness and worked up viable solutions to common challenges.

Result

Individuals felt empowered to take ownership of GPJ’s future.

  Attendance  50 out of a potential 55 employees attended

Attendance
50 out of a potential
55 employees attended

  Feedback  Overall, the employee responses were positive

Feedback
Overall, the employee
responses were positive

  Overall Rating  The sessions received a 4.8 out of 5 star rating

Overall Rating
The sessions received
a 4.8 out of 5 star rating

 

Case study

Quick Service Restaurant Holdings (QSRH)

 
 

Need

To establish and embed what QSRH stands for. This is achieved through re-engineering and re-launching the company values to employees, and incorporating them into performance reviews.

Action

The first step was to identify and develop the values and the associated behaviours that people need to showcase at the individual, manager and executive levels. This was accompanied by creative ideas to excite people about living the new values every day.

The performance review process covered goals, direction and feedback.  The goals of what they should stay focussed on, the direction to ensure alignment to the overarching strategy and feedback on their efforts.

A quarterly ‘sprint’ review cycle was also incorporated to reduce the time between effort and feedback.

Performance reviews were supported by training sessions that educated employees on what the values mean and how they relate to QSRH’s brand, purpose, team and themselves.

Result

100% of employees now know what QSRH stands for and how they align and individually contribute to this being achieved.

100% of employees are using the performance review process and even more pleasingly this has led to far greater consistency in the organisation wide calibration of performance.

Most of the discussions are centred around how the values are being demonstrated.

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