They like talking and conversation to bring out new ideas and ways to implement them.
They do not fear change when they can make small steps towards change, observing the effects, testing and adjusting. Fear of change is still present and yet they understand to manage it appropriately.
They are rewarded or recognised for their efforts either as individuals or a team. They like spending time together, will socialise together or take part in activities outside of work.
They have embedded ethics and do not want to harm or disadvantage others. They seek cultural change themselves in the products they produce and the organisational culture.
They fear other people’s opinions too; their boss may have outdated behaviours and does not tend to be open to new approaches initially. However, in developing their own leverage tactics they want to make their culture better for them and their team.
They have similar stories such as starting out from the bottom of the ladder and working hard to elevate their status through promotion.
They may not feel entirely deserving of their status, it feels like it just happened slowly over time.
They have similar challenges and frustrations in the workplace.
It is often stressful, and their friends had time off work to mend the broken pieces. They worry this could be them soon.
They employ people with similar values such as courage, commitment, discipline, respect, integrity and loyalty. And clarify the understanding of those values, in the action they expect from those employees.
They are slaves to the metrics, quarterly returns and performance reviews. And yet they know they must seek creative ways to ensure there is trust, fulfilment and joy.
They are all trying to pay the bills, have a few luxuries in life and build a happy future full of opportunities for their children.
Others may look at a team and see cohesion and happiness. However, this may also be a smoke screen for the real culture that is occurring. They accept things could be better.
When a team works well together, this could be reflected in the go-to metrics.
Often success goes unnoticed unless you take a really good look. A well bonded team often does not have to say anything, they just know what is going on and what needs to be done.
To outsiders, they see the lack of conflict and low staff turnover.
A great team should consist of a diverse range of people and abilities, all playing to their strengths at different times and when required.
They need to belong to a worthy cause and have the opportunity to shine individually and illuminate together.
They NEED to TRUST each other.
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Abbie Pierce 