“At Webcredible we were losing clients left, right and centre. Our work was drying up, and our team wasn’t performing in the way we wanted it to,” explains Andy Ingle, leadership coach and partner at Team Sterka.
They quickly established this was due to the behaviour expected of their team – it had never been fully defined and explained.
“Part of changing things was setting the challenge of changing the people we already had at Webcredible. How would we work with them and establish what we expect from them? How should they act with other people?” says Andy.
Working collaboratively with people in every department, at all levels, they started with their company’s values and worked up to define their behaviours.
“It meant everyone then had a benchmark.” explains Andy. “We made sure to socialise it, using posters to shout out when someone had done a good job, as well as implement it in people’s workflows. Over time, these behaviours became second nature.”
Although these newly defined behaviours weren’t for everyone – some members of staff soon left – fixing this behavioural problem meant their performance improved immeasurably.
“Work went up, our retuning revenue and reputation grew, and we were building stronger ongoing relationships with clients,” explains Andy.
It soon became ingrained within the culture at Webcredible.
“When new people joined, we had a culture that performed in a certain way, so they adapted to fit in. Having our expected behaviours clearly articulated made the process a lot easier,” says Andy.
Well be talking to Andy in more detail about how defining behaviours is just as important as having a set of company values, and how to implement them successfully in your agency.