Jon Sparkes spent his first months at Crisis uncovering the organisation’s true values. Once these were in place, the next challenge was how to embed them to drive performance. That’s where we came in.
With very clear, measurable objectives agreed, we used our LIVE framework to create a strategy for turning the values into clear behaviours, then facilitating the culture change to drive these behaviours. This work ranged from leadership training with senior managers, taking them on a journey to internalise and apply the values to their own situations, to coaching the internal teams to use communications and policy to embed the values in the organisation permanently, to a company wide values awards ceremony, which, we were told, elicited tears (of happiness, we stress) from many employees!
Eight months after the work began, we saw big results, including a 20% increase in staff actively using the values when thinking about their behaviour at work. Alongside this, a strong 80% of staff think the organisation’s values are in line with their own personal values. Both factors together help the organisation be more efficient and effective in achieving its commitment of ending homelessness.
