It sounds simple, but it is fiendishly difficult to adopt this as a daily pattern of behaviour. Here’s a technique to work with.
The behaviours you turn a blind eye to are just as powerful as the behaviours you actively encourage and discourage.
Culturally, mergers are a unique situation. During a merger, or acquisition, you must manage culture in a different way.
Almost every client we work with suffers from patterns of behaviour in their culture that are associated with lack of prioritisation.
Governance, risk management, and compliance are three related facets that help assure an organization reliably achieves objectives, addresses uncertainty and acts with integrity.
We use the BE-DO-HAVE model to help translate values into tangible behaviours, decisions, priorities, and systems.
A personal story which led to a career facilitating personal and cultural transformation.
It’s the messages people read into what you do, not what you say, that creates the culture in your team and your organisation.