Very good charities and social enterprises can unravel when behaviour from senior staff appears to be counter to its values.
I've had some recent experience of this with two fast growing organisations I am working with. Both have excellent leadership teams. Both have hit a bump in the road.
It's a common situation. A few decisions made and some poor behaviour tolerated has put a strain on what were once strong and well bonded teams.
I've had some recent experience of this with two fast growing organisations I am working with. Both have excellent leadership teams. Both have hit a bump in the road.
It's a common situation. A few decisions made and some poor behaviour tolerated has put a strain on what were once strong and well bonded teams.
"The way we do things here"
What was striking to me in both groups was the pain and distress that members of the team feel. It was also interesting to note that the core organisational values were all inside the heads of the key players. There was nothing formally recorded.
And, surprise surprise the key players all had a slightly different view on what was important and what values were paramount.
And, surprise surprise the key players all had a slightly different view on what was important and what values were paramount.
Uniting the team
Facilitating conversations about the values of the organisation - particularly what the management team want to be known for - surfaced all sorts of emotions and ideas.
It created a new sense of engagement.
Once these discussions were underway it was remarkably easy to get behind the language used to by individuals and find a common language that united the team. Using a common language makes it possible to start rebuilding trust. It creates a safe environment to discuss differences. Such conversations are even enjoyable for the team!
From my experience it helps having someone from outside the team ask questions. To challenge and suggest ways forward. Someone who isn't directly involved in the situation and who may be part of the problem.
By having an external facilitator it allows senior managers to play an equal and contributory role in the discussion. Rather than influencing the event as they can in usual management meetings.
It created a new sense of engagement.
Once these discussions were underway it was remarkably easy to get behind the language used to by individuals and find a common language that united the team. Using a common language makes it possible to start rebuilding trust. It creates a safe environment to discuss differences. Such conversations are even enjoyable for the team!
From my experience it helps having someone from outside the team ask questions. To challenge and suggest ways forward. Someone who isn't directly involved in the situation and who may be part of the problem.
By having an external facilitator it allows senior managers to play an equal and contributory role in the discussion. Rather than influencing the event as they can in usual management meetings.
Communicating the culture
When a team is successful and an organisation is growing rapidly, finding time to review and restate organisational values and ways of working is essential.
Too much organisational culture is not stated. This works out when things are going well. But, when problems and challenges occur it can trip you up. People want to engage. They want to feel they have rights. And, so they should.
To neglect them pushes your team into a spiral of dysfunction that can take considerable time and effort to put right.
Too much organisational culture is not stated. This works out when things are going well. But, when problems and challenges occur it can trip you up. People want to engage. They want to feel they have rights. And, so they should.
To neglect them pushes your team into a spiral of dysfunction that can take considerable time and effort to put right.
