Translating values into behaviours

How a financial institution translated its values into do’s and don’t for branch personnel using synthetron online dialogues

Situation


A financial institution wanted to translate a set of global values into meaningful do’s and don’t for everyone “on the floor” in their retail branch network.

Approach


Synthetron took a segmented approach, organising 8 sessions catering to different languages and split by size and by level (branch director and branch personnel inviting for each around 200 employees).

In the discussions, participants were first asked to share their enthusiasm for the values so as to understand drivers and hesitations.
Next, the focus lay on the meaning and translation of values in behaviours. Meaning in the sense of what do we stop doing? Start doing? or keep doing?
Finally the participants engaged to share what they can do to make things happen.

Results


All participants that were invited did participate. They were very enthusiastic that they could contribute their views. The discussions created an instant buzz within the network on the values .
The analysis yielded some surprising insights in terms of do’s and don’ts, in the deep understanding of current mind-set of participants and in the change forces.

The content analysis was the basis to produce a small booklet with do’s and don’ts using participants’ own words. The MindSet (language and motivation) profile was used to adapt the communication style. The roll out plan was based on the analysis of change forces.

The do’s and don’ts were rolled out successfully. They were perceived from the beginning “as ours” and two years later are sticking well

Assessing readiness for culture change

How a global company used a Synthetron value jam to assess readiness for a culture change

Situation


A worldwide division of a large industrial services multinational developed a proposed new corporate culture with a changed mission. They wanted to test this in order to launch it successfully at the worldwide top 500 conference.

Approach


Synthetron organised a value jam session with 8 online open discussions split by employee segment to identify : motivators, irritators , hopes and fears today.
The resulting synthetrons were analysed by segment and also integrated to give an overall  insight into prevailing, missing and aspirational values for different managerial segments.
A clear overall value map (values that enabled or slowed down) for person, team, company outside world plus profile of each segment were produced from the synthetrons and MindSet analysis

Results


Management realised there was a significant gap between today’s aspirations & emotions on the one hand and the proposed new culture on the other.
They realised this would compromise the worldwide conference and that they needed first to adapt  the  proposed corporate culture based on the input, and find the necessary bridges and convincing arguments.
They postponed the conference while they addressed this gap.