Organisation Change, Team Formation and Team Dynamics

Organisation Culture and Behaviour

#Founders360°

Organisation Culture and Behaviour
Organisation Change & Team Formation
#Founders360°

Having the right materials, equipment, and of course financial resources is important for any organisation seeking to achieve its goals, objectives, mission, and vision. However, beyond all these resources, people remain the greatest asset of any organisation. They are the ones who will either drive progress or stagnate growth, even when all the resources are available.

Poor organisational culture has denied many institutions the opportunity to remain pacesetters in their chosen fields. On the other hand, organisations that continue to lead understand that success is not only about securing funds to keep operations running. They know that building a strong human resource system and cultivating a unique organisational culture one that promotes personal growth, connectivity, loyalty, and shared values is what attracts and sustains everything else.

One way to assess whether an organisation has a great culture is by looking at its former employees. Organisations that value people create lasting impressions that extend beyond employment. Unfortunately, many organisations pay little attention to transitions. Recruitment is often ad hoc, retention strategies are weak, and exits are treated as inevitable rather than opportunities to strengthen relationships.

So, how do you recognise a healthy organisational culture through former employees?

1. They proudly mention their former employer.
2. They refer prospective donors, partners, and talented individuals to the organisation.
3. They visit the organisation occasionally, even without official invitations.

Anyway, here are three types of teams you may currently have in your organisation:

1. Survivors

These individuals are simply hanging on. As long as they get paid, they are comfortable. They rarely inspire positive change, creativity, or innovation. They operate on default settings doing what they are used to doing or what they are told to do. Remove the salary, and you may never see them around again.

2. The Committed

These are hardworking individuals who are actively involved in many activities. However, the challenge is distinguishing commitment from growth. Commitment and progress are two different things and do not automatically translate into problem-solving, creativity, or innovation. The good thing about the committed type is that they are usually the ones who remain during difficult times.

3. Legacy Builders

Legacy team members are rare in many organisations. In some circles, serving an organisation for a long time is wrongly perceived as stagnation. But this group is more than committed they are loyal, intelligent, passionate, creative, leaders,  high-performing, and true brand ambassadors.

Their passion, skills, ambition, and creativity become part of the organisation's DNA. Whenever the organisation is mentioned, their names are likely to come up because they have made a lasting impact. Interestingly, their exit often creates noticeable disruption because of the value they brought.

In conclusion, it is relatively easy to recruit Survivors, possible to attract the Committed, but much harder to identify, nurture, and retain Legacy Builders.

What type of team members does your organisation have? And more importantly, what type of culture are you intentionally building?

Do More / Be More / Be Different
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