Shaping successful company narratives

One of the fascinating areas in which my colleagues and I are working is the development of company narratives. These are endlessly intriguing, stimulating projects from which the outputs can make a major difference for any organisation, no matter what size or sector. I’ve seen them work wonders in terms of enhancing engagement, alignment and common purpose.

But they are often discussed in articles and commentary in wildly dramatic terms, as if there is some mystic art behind their development and delivery.

There isn’t.

A narrative should be a clear, concise and practical tool for the organisation, forged from the culture of the organisation and used as the foundation for all engagement activities with stakeholders. It should be developed with extensive input from those within the company and embedded across all the organisation’s touchpoints with those groups. There should be at least as much emphasis on embedding its use as there is on its articulation in the first place.

Here are a few steps (among many) I would recommend:

1. Understand parameters 
Any narrative project, however wide the commitment to employee involvement, must start with a framework. This must come from conversations with leaders, so you gain a clear understanding – in their words – of the organisation’s purpose, ‘north star’ and strategic themes. Those leaders will also set the cultural tone for the organisation and act as guardians of its core values. Drawing out different leaders’ views on all these areas will give you a framework within which to work.

2. Involve team leaders/supervisors
Sometimes, in these projects, there is a rush to involve front-line employees as quickly as possible. Such involvement is, of course, essential to creating a narrative that is both compelling and credible. But don’t neglect the ‘squeezed middle’: the team leaders and/or supervisors who play a pivotal role in translating strategic aims into day-to-day action. They are a crucial group in their own right, so gain sufficient representation from them and tailor your research guides and materials to seek their input.

3. Craft, test, craft, test 
One great challenge in these projects is to collate and distil key themes emerging from employee involvement into a clear, concise and compelling narrative. But don’t shape it solely behind closed doors and then unveil it to the world. Test it with key stakeholders to help maintain their involvement and assess whether the themes (and words) you’re proposing resonate and inspire. Make it an iterative process.

4. Find the ‘proof points’ 
Any narrative stands or falls on its credibility and, therefore, must be supported by evidence. This can come in several forms, from facts & stats to mini case-studies, all of which should form part of the supporting material on which you can draw for engagement activities. Spend time seeking these ‘proof points’ early on.

5. Work with touchpoint ‘owners’
Every organisation has multiple touchpoints with its stakeholders. These are often managed by many different people, with limited interaction or cross-over: these colleagues’ adoption of the narrative – or otherwise – will mean the difference between a narrative that lives and breathes within the company and a project that withers on the vine. So identify these colleagues and examine how best to connect and communicate with them. Lean on your senior sponsors to help them set expectations. Work with touchpoint ‘owners’ to engage them in the narrative, identify their support needs and flesh out any concerns. Provide a simple toolkit of materials and guidance to help them. Stay in touch and work with them on delivering principles in practice. Be a collaborator, coach, agony aunt and steadfast support.

6. Keep evolving 
A narrative should be a living, practical tool for the organisation. It should not be a set of fine words that sits in a document or is posted on a website and forgotten about. As the company changes, the narrative should evolve with it. Establish a practical and systematic process for reviewing, updating and re-issuing the narrative (and/or supporting ‘proof points’) to touchpoint owners.

There are many other steps to consider, but these are some fundamental pointers that make a big difference, whether you’re an SME or a multinational.

Engagement before induction: the ‘Peacock Principle’

At the Engage for Success conference last month, I was inspired by a tale from serial entrepreneur Sir Eric Peacock regarding one of the practices he follows within his companies.

It’s a simple thing: his companies send a bottle of champagne with a couple of glasses to people about to join them. The message is clear: “we’re looking forward to seeing you”. The aim is to engage the employee before they even walk through the door, to demonstrate that this is an employer that will value them. Of course, there’s a defensive aspect to this – they don’t want the prospective employee to be attracted by a counter-offer from their current company – but there is also a real commitment to engagement and to treating an employee as individual, even before he/she joins.

It’s not the only thing that is sent. There is other material that follows it, including the usual pre-joining stuff you will get in any company. But the celebration comes first: an important signal that sets the context for the connection between employer and employee.

I’ve heard about it before, but I still found it inspiring. Why? Because we don’t do enough of it, in any of our organisations. It doesn’t have to be champagne, that’s not right for everyone, but a gesture that shows we are excited to welcome a new employee and can’t wait to start working with them is a powerful signal of intent. It’s easy to appreciate the warmth that such a gesture creates. So why don’t we do more if it?

To start as we mean to go on, to really connect with people and seek to build engagement, we should be using every opportunity. We should also be creating additional touchpoints to ensure a connection struck during recruitment is maintained and even strengthened rather than falling fallow. The ‘Peacock Principle’ as I shall now be calling this, is one to remember. 

A fresh perspective for 2016

The end of the year often brings relief and reflection in equal measure. We look back at what’s gone well and vow to change what hasn’t. But when we’re back at our desks in the New Year, this commitment often wanes and we slip back into the way we’ve always done things (with predictable results).

In the world more widely, surveys often proclaim employee engagement to be a priority for leaders in the following year. But time passes, and little changes. And the same surveys will be saying the same thing the next time round.

But what if, this year, we really do keep our resolutions? What if we have a fresh look at employee engagement and change what we do, if only in small ways, to help us succeed?

With this in mind, we offer some thoughts on how to make more of engagement in 2016.

1. Be smart about goals

Obvious, but often overlooked. We’ve all got to understand where our organisations are heading (whether we’re in them or consulting for them) so we can define how better engagement can help. We’ve got to be ever more informed to help us interpret opportunities and deliver the value that our organisations want and deserve from us.

2. Understand interaction

Please let’s stop talking about audiences. The ‘fourth wall’ in organisations has well and truly crumbled: we’re all swimming in a sea of interaction with each other and the outside world. Let’s explore and understand what this really means and take action to nurture the type of culture that makes best use of a world in which we’re all connected, all of the time.

3. Be an activist

Let’s make this the year in which we become real activists within our organisations. People who question, challenge and critique the world around us, acting as advocates for employees and the litmus test for our leaders. Let’s be more proactive, and frankly more of a nuisance, than we’ve ever been before. If we do it well, we’ll add increasing value to those we work with and build our own credibility as a result.

4. Make more of managers

We all know that managers are the missing link in employee engagement: we can have the most inspirational leaders but their efforts will fall flat if managers lack the spirit and skills to spark and sustain engagement with their teams. We know this is a major issue, but we’ve still not managed to crack it. So let’s put in the effort required to resolve it and increase both competence and confidence among managers.

5. Let’s be creative

Creativity isn’t all about campaigns (although we’d all love to see more exciting activity, rather than the same old ‘stuff’). There are many different ways of being creative in the aim of achieving engagement, from the way we plan programmes to the tactics we use. It’s about a mindset, rather than money or team size. Let’s challenge ourselves to think differently in 2016.

6. Prioritise the personal

We all know the personal touch goes a long way. Where possible, face-to-face communication remains the most valued and credible way of striking and sustaining engagement. But when it’s not possible to do this physically, there are many different ways of doing so virtually. They’re increasingly easy and cheap, but sometimes neglected. There’s really no reason for ignoring them, not matter how big and complex an organisation is, so we hope they are harnessed more and more in 2016.

7. Don’t be dazzled by technology

Embrace new technology but use it wisely. In the rush to embrace what’s possible, what’s really relevant sometimes gets missed. Any technology, however clever it is, only helps if it fulfils a defined role. Too many times, we see technology retro-fitted to support a strategy, rather than being seen as the right solution for an identified need. Start with the need, not the kit, and go from there.

8. Evaluate every day

Finally, the thorny topic of evaluation. Only we think it’s more straightforward than others make it seem. Our industry still sees measurement as an end-point exercise, rather than a day-today process. We think assessing progress little-by-little, rather than focusing all effort on an annual evaluation jamboree, provides more insight on what’s happening and more chance to address issues. As the reliance on set-piece surveys ebbs away make this the year when measurement becomes part of ‘business as usual’.

In the end…

That’s it. They are simple steps to help bring a fresh perspective – and maybe new vigour – to employee engagement in the year ahead. It’s not an exhaustive list, we know that: we could probably all keep adding to it until this time next year. But we hope it’s some food for thought, and maybe a prompt, as you seek to spark and sustain effective engagement in 2016. Good luck!

If you could do with a fresh pair of eyes on employee engagement, if only for a chat over coffee, then do get in touch. We’re specialists, we have extensive experience, and we can help.

Who holds the power of purpose?

In a recent piece for HR magazine, Cary Cooper says “a sense of purpose has to be ingrained within each member of staff” by “smart leaders” who interact with staff. He concludes by proclaiming that HR directors “need to remember that connecting with employees is the soul of effective engagement”.

There is obvious truth in all of this, but there are also several dangers. Not least in assuming that this type of connection can be forged from the top.

Ultimately, whether we connect with our company’s vision, and develop a sense of shared purpose, is up to us. No leader has the power to create that connection for us. Even the most charismatic individual cannot “ingrain” common purpose within a group of people, and it’s dangerous (and overstating things) to claim that he or she can. It’s up to each of us to make our own connection with it and to imbibe that purpose as our own.

“Smart leaders” (to use Professor Cooper’s phrase) recognise this and create the right conditions for us each to take the final step ourselves. Sure, they set out their stall for the ‘direction of travel’. They ensure there is regular sharing of information about the business and its progress.  And they act as role models for the dialogue that allows individuals to check understanding, ask questions and raise concerns.

However, they go beyond these steps by inviting and supporting us to really get involved in our organisations. They give us opportunities to shape the working world around us, through our ideas, feedback and energy. They nurture a culture that enables us to help create, interpret and propagate the purpose that has evolved has a result.   

Now, more than ever, common purpose evolves from participation in our organisations. Leaders who recognise this will be rewarded with employees who really share common goals and radiate them to colleagues, customers and the communities around them. 

Defusing the ticking time bomb of corporate values

We’ve all seen plenty of commentary regarding changing workforce demographics and the impact on workplace dynamics. But these developments have even deeper significance for an organisation’s values, which could spark conflict rather than cohesion if they do not keep pace.

Researchers are telling us that generational demarcations within the workplace are now more pronounced than ever. Many organisations have several generations within the same workforce, from ‘baby boomers’ to so-called ‘millennials’, each of whom have different expectations, priorities and desired working practices. Blending such groups into a cohesive team is a major challenge for organisations of many types and sizes.

Yet there has been little discussion of the impact these developments might have on the core values that an organisation espouses.

Values can be powerful for any employer. I am not talking about synthetic sets of words or bullet points on websites or in corporate Receptions, but about clear and compelling summaries of the beliefs that guide an organisation and its people. When these are drawn from within, and developed into practical behaviours that people engage with and live by, they become strong and self-policing tools. But what happens when a workforce changes so much that current values seem archaic?

That is a real risk emerging from the shifts we are seeing. Distilling common values has never been an easy task, but the issue – and its importance – are now even more acute. Different generations sharing the same workplace may believe and feel contrasting things about their company. They may have very different perceptions of what values are or should be, and respond to them in different ways. The upshot is that a set of values that was articulated, say, ten years ago may no longer be fit for purpose. It may have little meaning to people that make up an increasing proportion of the workforce (particularly if those people have been recruited on technical prowess or potential alone). And so those values become an irrelevance to some, or even a trigger for clashes with other employees, rather than the powerful and unifying force they could and should be.

Organisations have to recognise and respond to this risk. The simplest way of doing so is to review the current values, and their associated behaviours, by gaining input from colleagues across the demographic spectrum. Ask them what they think and feel about the company. How they would articulate the beliefs that guide the way it does business. What resonates with them and what seems unrealistic.

Involve employees in a review; it’s good practice from time-to-time in any event, but it is particularly important now.  It could help renew and revitalise the role that values play for a changing workforce, rather than leaving them to become a spark for cultural conflict.