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