Engagement is based on what we have and do; Culture is what we have, do and BE.
Do you know why you measure Engagement?
At our recent culture clinic, we asked a room of 50 professionals “How many measure Engagement?” nearly all hands were raised. Then we asked “Who here measures Culture?”, only ten hands remained. Our final question sealed the deal, “Who measures both Engagement and Culture?” more hands went down. Of all the people in the room, only three people measured both Engagement and Culture.
At Walking the Talk, we are passionate about continuing to evolve our thinking on culture. We are always scanning the latest research and thinking and we are delighted to say that there is some new insight around what it takes to create a tipping point. The tipping point is a critical concept in culture transformation. It is about how you build sufficient momentum in the organisation to create change with enough pace and energy that it shifts the status quo at all levels.
None of us feel we have enough time. It’s a finite resource, and it forces us to make choices. Those choices send signals about what we really value. One of the strongest symbols of a culture is how time is spent. When people see this changing, they start to believe your communication about values.
As the role of
culture is better understood, everyone wants to measure and understand the impact of culture change and the behaviours that underpin it, from Boards to regulators, from advisors to employees on the front line. We recently held a Culture Clinic in London on the subject of the role of measurement in culture and behaviour change and through the discussion, four key themes emerged:
