Culture is the invisible thread that binds people within an organisation. It shapes how we act, interact, and thrive. In this issue of Imagine Magazine by Interactive Workshops, we explore the nuances of Closer Culture — how it can be understood, shaped, and made stronger.
We explore the delicate task of measuring something seemingly intangible (p.36) and the power that a simple mantra can have in uniting a team (p.30). We also touch on the concept of invisible leaders (p.24) and unpack the human element behind organisational success (p.34). This magazine is a collection of reflections, insights, and case studies that bring culture closer to home.
All rights reserved. No part of this magazine may be reproduced, in whole or in part, without written permission from the publisher. Whilst every effort is made to achieve total accuracy, we cannot be held responsible for any errors or omissions within this magazine.
To work with us please contact: info@interactiveworkshops.com or call Chris Lissaman on +44 (0)20 3318 5753
interactiveworkshops.com
Enjoy,
Jonna Sercombe CEO & Founder Interactive Workshops
Unseen
How
GRAFFITI GRAFFITI
THE EFFECT
Small acts build or break organisational culture. Rebecca Millsop shows us the writing on the wall — our organisational graffiti.
Think of workplace culture as a shared mural — each person adds their own ’graffiti’ through daily actions. Some contributions are bright and beautiful, making the space more inviting. Others, though less visible, have a less positive effect, gradually dulling the environment. These actions can accumulate over time and can significantly shape the overall culture.
Positive Scribbles: The Subtle Acts that Brighten Culture
You might not realise it, but those quiet, thoughtful actions you take are the colourful brushstrokes that bring life to the workplace. Refilling the coffee station before it runs out. Restocking the printer paper. These small gestures keep the wheels turning, creating a space where everything runs smoothly and everyone feels a bit more at ease.
Then there’s the act of recognising quiet contributions — the colleague who keeps things organised or goes the extra mile behind the scenes. It takes just a moment to say “thank you,” but it adds a streak of appreciation and value to the workplace mural.
Problem-solving without seeking attention — like fixing the office’s tangled charging cables or cleaning up a spill in the kitchen — may seem invisible, but it’s these small, proactive acts that prevent bigger frustrations down the road. Respecting your colleagues’ time by not sending non-urgent emails after hours is another unseen yet meaningful action contributing to a healthier work-life balance.
Of course, these positive scribbles don’t happen by accident. Leaders who model respect and effective communication help foster this kind of positive culture. According to a CMI report, workplaces with strong leadership see lower turnover and greater employee satisfaction. It turns out that when leaders lead by example, everyone’s brushstrokes become a little more vibrant.
Negative Scribbles: The Acts that Quietly Undermine Culture
On the flip side, small acts of neglect can be like graffiti that detracts from the mural. It may seem trivial at first, but, over time, they build up. Picture the office fridge — forgotten lunches and spoiled food don’t just cause a bad smell; they communicate a lack of care for shared spaces. Or take the full dishwasher — left for ‘someone else’ to handle. These actions send a subtle message: “This isn’t my responsibility.”
Leaving personal items scattered in shared spaces, ignoring communal duties like taking out the trash, or not replenishing supplies erodes accountability. Over time, these behaviours create an environment that feels messy and disconnected.
A study by Dan Hasson & Karin Villaume, published in the Journal of Public Health, found that even small instances of workplace incivility significantly correlate with stress and well-being. Even a few careless scribbles can have a real impact on the entire mural.
Civility and Incivility: Not Just Opposites
Civility isn’t merely the absence of incivility. As Xue Peng’s meta-analysis explains, you can’t simply erase negative behaviour and expect positive culture to appear. Just as a beautiful mural takes intentional effort, so does building a culture of civility. It requires ongoing, deliberate acts of respect and care to truly create a space where everyone feels valued.
What Are You Adding to the Mural?
Every day, little actions contribute to the workplace culture. Are our daily behaviours helping to create a masterpiece, or are they adding a few careless scribbles? A positive culture isn’t built overnight — it’s the result of small, thoughtful acts that make the workplace more inclusive, respectful, and productive. Leadership and communication are key to ensuring everyone’s contributions add up to something worth admiring.
Sources: 1CMI — New Study — Bad managers and toxic work culture causing one in three staff to walk; 2Journal of Public Health — Incivility is systematically associated with indicators of health, stress, well-being, and the psychosocial work environment; 3Frontiers in Psychology — Advancing Workplace Civility.
GROWTH THROUGH FEEDBACK
Jacobs Douwe Egberts is a Dutch privatelyowned company that owns a number of beverage brands. In 2023, turnover reached 8.2 billion euros and its profit was 1.13 billion euros.
The Challenge
Following a merger and period of change, JDE wanted to create a cohesive feedback culture across all levels and business divisions.
IW was commissioned to create a dynamic session on ‘Growth Through Feedback’ prior to annual review season.
The Solution
The team spent time with the training department, listening to their thoughts, concerns, and ideas about JDE’s feedback and relationship culture to get to the heart of how we could help implement change.
The Impact
1. The success of the sessions and material led to translations for the Dutch and German markets and a roll-out across Europe.
2. Then across the globe! A comprehensive webinar train-the-trainer session for the global HR team and facilitators allowed the sessions to reach the whole JDE population.
3. The course received great feedback from associates and managers alike. In fact, they liked it so much that they bumped up the 90-minute sessions to two hours.
That’s how we think workshops should be — INTERACTIVE!
A focus on visually stimulating and design-led course materials makes the difference between a good workshop and a great workshop.
Interactive Workshops designed a magazine with a range of interesting articles to support the programme.
We designed a 90-minute session with separate streams for managers and associates. A joint experience, with a targeted pathway.
THE
In today’s workplace, many generations — Baby Boomers, Generation X, Millennials, Generation Z, and the incoming Generation Alpha — work side by side. Integrating multiple generations poses challenges, from differing work styles to conflicting communication preferences. Lizzie Finch plays the generation game to share how differences can work for the team.
If we can stereotype for a moment, it’s clear that each generation tends to bring unique strengths to the workforce: Boomers offer experience and loyalty; Gen Xers bring adaptability and independence; Millennials bring balance and purpose; Gen Z brings digital fluency and social responsibility. Leveraging these diverse skills will help any business.
Looking beyond the surface-level stereotypes, we can say that different generations bring a diversity of skill sets to the table. Frances Frei, Professor at Harvard Business School, points out that diverse teams can underperform compared to homogeneous teams if differences aren’t actively managed, a phenomenon known as the ‘common information effect’. This effect arises when people naturally seek to affirm shared knowledge, which limits the information available for collective decision-making. However, in high-authenticity environments where team members bring their unique perspectives, diverse teams can outperform homogeneous ones by accessing a broader range of insights.
Building cohesive multigenerational teams requires intentional effort. But how?
Generation X
Generation Z
Generation Alpha
GENERATION
Baby Boomers
Millenials
GENERATION
Breaking Down Generational Stereotypes
Research from Harvard Business Publishing highlights that companies thrive when leaders actively confront biases and promote authenticity and inclusion. By embracing each generation’s strengths, organisations can build more innovative, dynamic teams. Focusing on common goals helps to cross generational divides, turning differences into a competitive advantage.
Promoting Knowledge-Sharing
Bridging generational gaps requires leaving space for knowledge-sharing, from mentorship programmes to informal lunch-and-learn sessions. By blending generational insights, organisations foster a culture where every voice is valued. These initiatives not only maximise team potential but also strengthen intergenerational bonds, allowing diverse teams to thrive.
Ultimately, a multigenerational workforce is not just bridging age gaps; it’s bridging shared values. Most people, regardless of the decade they were born into, seek purpose, growth, performance, respect, development, and great culture. When businesses harness the strengths of all generations, they create an inclusive environment that drives innovation, improves employee satisfaction, and boosts the bottom line. Ultimately, we can create organisations that don’t feel intergenerationally divided, but ignited.
CONNECTING THE DOTS: HOW LEARNING EMPOWERS COMPANY CULTURE
We spoke to Adam Lancaster, Global Head of Learning & Development at Coupang, to talk us through the crucial role L&D plays in shaping company culture.
Adam Lancaster, Global Head of Learning & Development, Coupang
With a background in Learning & Development and Leadership in world-famous companies such as Meta, Financial Times, and Channel 4, Adam now sits as the Global Head of L&D for Coupang. one of Asia’s largest and fastest-growing eCommerce companies, supporting people to grow their careers and do their very best work.
Firstly, could you give us an overview of what you do?
I lead the Global Learning team here at Coupang, South Korea’s second-largest private employer and one of the fastest-growing commerce companies in Asia.
How would you define the culture of your organisation in three words?
Ppali Ppali (빨리 빨리) — it’s a Korean expression that means ‘quickly, quickly’ and encapsulates the speed at which we work and make decisions.
What role does Learning & Development play in shaping your company’s culture?
As a successful founder-led business, our culture is pretty clearly defined. I think L&D’s role is to help people understand how to navigate that culture successfully. Our 15 Leadership Principles can help describe it, but the real challenge is balancing what, at times, can feel like competing tensions. For example, we value Move With Urgency but we also expect everyone at all levels of the business to Dive Deep into the details. How do you avoid making hasty decisions but not get stuck in analysis paralysis? Managing the tensions that exist in our principles, and finding that balance, is the key to being successful at Coupang.
How do you ensure that new hires quickly understand and fit into the company culture?
Joining Coupang is like merging onto a motorway. Everyone is going at high speed and if you don’t keep accelerating then you’re going to crash!
Thanks to our work with Interactive Workshops, we start explaining our culture to new joiners before they even arrive, through a short video on our Leadership Principles. We link that to Day One work, Week One work, and throughout our 30 days of onboarding, providing space to understand our Leadership Principles and then connecting people to our culture and our ways of working. We try to make the links as explicit as possible — at every stage of your onboarding, we’re clear on why you are doing what you’re doing, why we are using the language we are using, why you got that particular piece of welcome swag. It is all designed to describe and highlight our culture.
How do you address resistance to cultural change through learning initiatives?
Well first of all, learning initiatives aren’t a magic bullet. No learning initiative, no matter how well designed, will save a poorly thought-through culture change.
But what I would say is that successful culture change includes considering learning from the beginning. You’ll need multiple touchpoints that enable people to fully explore, understand, and adapt to the change. Your learning initiatives should explain the why behind the change — the real why, not the PR spin version — and then allow people to explore what that means for them. Avoid telling people what to think or how to feel. Instead, allow people to define for themselves what the benefits are by designing opportunities to empower them to become co-creators and coowners of the change.
Any recommendations for how individuals can actively shape their company culture?
First up, be curious. I think it’s important to really understand why the culture is the way it is. Sometimes we want to change things because it suits us — it’s what we’re used to, or it fits with our own personal values. This is an especially easy trap to fall into when you’re new. But often there’s a good reason why the culture has adapted in that way.
Second, be the change you want to see in the world. Think your company culture could benefit from more feedback, or more empathy, or more customer focus? Then show people what you mean and let them see the benefits for themselves. Attract like-minded individuals and become a movement. Culture transforms best from within.
Coupang is a global brand building the future of commerce. By prioritising customer experience and leveraging data, Coupang is shaping the future of how people shop, both in South Korea and globally.
CULTURE
IT’S A WILD THING
Is your culture more Meerkat or Peregrine Falcon? Full of Racoons or Ants? While we might think of ourselves as more sophisticated, Chris Lissaman compares us to the animal kingdom to help us identify and understand our company culture.
Homo sapiens. We have such sophisticated ways of surviving, communicating, and thriving. Yet even as the most esteemed of animals, we exhibit a range of social behaviours not uncommon in the wild. Behaviours we would argue are irrefutably logical prove to be… well… animal. What cultural values do we share with our mammalian, aquatic, or avian friends? Join me on a safari like no other to observe eight different cultures inspired by animals (reading in a David Attenborough voice optional).
Meerkat Culture
Meerkats exemplify teamwork, living in tight-knit clans where they take turns watching for predators (company competitors) while others forage or care for the young (i.e., junior staff). Their mutual support underscores the importance of collaboration.
Meerka t cultures value…
Collaboration
Teamwork
Shared workload
High support
Strong social bonds
Google is renowned for its collaborative culture, encouraging teamwork through open workspaces and shared projects.
Dolphin Culture
Dolphins are known for their intelligence and resourcefulness, using tools and developing unique hunting techniques (even if they aren’t sales experts). For example, some dolphins now use sponges for protection as they forage on the seabed. Not just intelligent, but innovative.
Samsung is famous for its innovative culture, consistently pushing technological boundaries and enhancing product design.
Ant Culture
Ants operate meticulous processes, focusing on the needs of their colony. Each ant plays a specific role, ensuring the colony thrives through dedicated service. We all know what happens when there’s a need (like a disturbance of their nest) — all-out action from everyone.
Ant cultures value…
Specific roles
Dedication
Service
Responsiveness
Embracing change
Amazon is recognised for its customer-centric approach, constantly seeking feedback and improving customer experience.
Peregrine Falcon Culture
The fastest animals on the planet, peregrine falcons, use precision and efficiency to great effect. They set the standard for organic speed. Not just speed merchants, at other times they’re reserving energy or circling ready to swoop. Peregrine falcon cultures ride the wind of high performance.
Peregrine falcon cultures value…
High performance
Speed
Precision
Goal achievement
Efficiency
Salesforce is known for its performancedriven culture, with a focus on results and accountability among employees.
Racoon Culture
Raccoons thrive in diverse environments, showcasing remarkable resourcefulness and problem-solving abilities. Their adaptability makes them survivors. Racoon cultures can shift priorities and quickly switch to selling new products or maximising new tools.
Racoon cultures value…
Agility
Adaptability
Resourcefulness
Rapid learning
Resilience
Netflix has a reputation for its adaptive culture, quickly responding to changing market demands and audience preferences.
Bonobo Culture
Bonobos are known for their peaceful and cooperative societies, emphasising empathy and conflict resolution. Bonobo cultures prize integrity and foster strong relationships.
Patagonia is celebrated for its commitment to social responsibility and ethical business practices, fostering an integrity-based culture.
Orca Culture
Orcas pass knowledge down through generations, underscoring the importance of learning and development in their social structures. Orca cultures know ‘the way’ to do what they do. It’s learnt, followed, and taught. People in orca cultures tend to pick up the ways of doing things from their more seasoned colleagues.
Orca cultures value… Learning Teaching Development Mentorship Transparency
IBM emphasises continuous learning and development, offering extensive training programmes and mentorship opportunities.
Lion Culture
Lions exemplify competition, with males vying for dominance for their next meal (getting the gazelle is like getting Employee of the Month). In lion (and lioness) cultures, a competitive nature drives performance and leadership.
Lion cultures value… Competition Success Pride Leadership Dominance
Tesla is known for its competitive culture, driving innovation and performance in the electric vehicle market.
Observing the behaviours and social structures of these remarkable species provides valuable insights into collaboration, innovation, customer-centricity, performance, adaptability, integrity, learning, and competition. Which animal culture feels familiar? (Tip: to help identify your culture, tick ten of the values above and pick the culture with the most ticks). And, perhaps more importantly, which would we like our team or organisation to become?
HOW LOUD ARE YOUR SYMBOLS?
Symbols of culture are all around us. Some are loud and obvious; others, much quieter. Alice Brackley gives us a lesson in playing symbols at the right volume.
The first day I walked into the Interactive Workshops office in West London, my attention was grabbed. It wasn’t the drum kit, stocked bar, or enormous screens on the desks. It was the orange accents everywhere: on the furniture, the paint, and posters on the walls.
Some might say that whoever kitted the place out just really liked orange, but there’s more meaning than that. Orange symbolises the energy, creativity, and innovation that Interactive Workshops embodies. It’s one of our loudest symbols — but it’s not just about colour. The office offers a place of comfort and balance with flexible workspaces, allowing employees to choose environments that suit their work style. Homely features like plants, large windows for light, and even a washing machine are subtle symbols of a comfortable environment — a place to feel at home. A place where the intention is to get the best out of its people.
We are surrounded by symbols; the whole world is a symbolic landscape. Back in 1973, Clifford Geertz proposed that symbols are “anything that signifies meaning in a given social context.”1 This can include anything from a country’s national anthem to universal traffic light colours, religious symbols, or even sports teams’ logos.
Symbols are a powerful tool that can be used to reinforce the values and beliefs of an organisation and help to shape and maintain the culture of the workplace. They are in every building, room, corner, and crevice and most people are blissfully unaware of their presence and how they set the tone for behaviours and interactions.
Of course, high-profile symbols like speeches, logos, and mission statements are needed to build and represent a brand. Organisations should — and do — leverage high-profile symbols for a multitude of reasons. Strong brand identity. Market presence. Memorability. These are the bedrock of client trust and strong relationships.
However, symbols don’t always need to be played so loud. Low-profile symbols make a more subtle noise but can be equally as impactful. The office washing machine, for example, is a nuanced way of saying “welcome home” — a warm and meaningful message in a workplace. How do leaders set the tone for communication amongst employees? At IW, Slack — not email — is the primary communication tool, for its informality and efficiency. How are employees made to feel whilst at work? Is there a definitive hierarchical system or is there a feeling of unity and teamwork? There are several areas we could think about in high-profile or low-profile ways.
High Profile
// Company history, slogans
// Branding, office design, dress code
// Company mission, value statements
// Propositions, ‘How we can help’ statements
Narrative and discursive symbols
Artefacts
Espoused values
Beliefs
Low Profile
// Company jargon, office jokes
// The way people chose to dress, things they bring into the office
// How people talk about where the company is heading and what matters
// Underlying assumptions, unspoken beliefs about the company
As we can see from this breakdown, there is a lot in the hands of the employee. Power to the people! We can ensure that our low-profile interactions reflect our values, from the way we use humour to the way we dress. Quietly, subtly, alongside the louder symbols, these shape culture.
So, we can ask the question next time we walk through the doors of the office (or dial into the company call): What are our symbols? And how loud are they?
Sources:
COMPOUNDING CONVERSATIONS FOR FEEDBACK CULTURE
We give feedback constantly through body language, but offering meaningful verbal feedback often feels harder and requires intentional effort. Overcoming barriers like time and discomfort helps create a cycle of giving, receiving, and asking for feedback. Milly Gladstone explains more.
We might not realise it, but we’re constantly giving feedback without realising it. Whether it’s even the slightest roll of the eyes in reaction to an unexpected or annoying task or turning our nose up at our Nan’s cooking, we’re giving some feedback. We just can’t stop ourselves from giving this kind of feedback. Our reactions — these microexpressions — are instinctual.
So if our bodies are primed to give feedback in an instant, why can giving meaningful verbal feedback be so difficult? Why does it sometimes take us so long? Why isn’t it easy to cultivate a feedback culture at work? Perhaps we’re not being as intentional as we should be. Whilst our micro-expressions are often subconscious, great feedback takes a conscious effort.
How often do we find ourselves delegating a piece of work, only to receive it back and have to make a quick amend ourselves? It might seem harmless, but every ‘quick amend’ is a missed opportunity to share the feedback to help a colleague or team member improve. Every time we notice an improvement point, a blindspot, an error, a knowledge gap — and share the feedback — we get a little closer to a feedback culture.
Feedback culture broadly requires three inputs:
• Giving great feedback
Receiving feedback well
• Asking for feedback regularly
At the beginning of our careers or when we start a new job, we probably initially ask for, and therefore receive, a lot of feedback. As we sink into the groove and get more familiar with our day-to-day tasks and responsibilities, we stop asking and therefore stop receiving feedback. We might start giving more feedback. Someone else might join the team, and it might be our responsibility to review their work. And so, naturally, we start leveraging our expertise to give them feedback. Maybe we typically expect feedback to look like this…
Time/Career Length
On the surface, that seems fine. At any given point, there’s some sort of feedback being given, received, or asked for.
And yet, to cultivate a feedback culture, what we need is a cycle of feedback:
All three elements happening simultaneously and automatically. So how do we get there?
Feedback is everyone’s responsibility. Often we place the burden of feedback on those in more senior positions, relying on their experience and expertise to guide us towards improvement. However, for a feedback culture to exist, we have to collectively commit feedback and its three parts to our modus operandi. Workplace culture, by definition, reflects the shared values, beliefs, and attitudes of employees at a company. It only works when we all get in and row the boat together. It’s not new news; we all know we should be asking for and giving more feedback than we probably are at the moment. But a couple of pesky blockers tend to get in our way:
1. Lack of time
It’s quicker to just make changes ourselves.
2. Not being in the habit
We haven’t embedded the giving and asking in our routine yet.
3. Avoiding an awkward or difficult conversation
It’s not positive feedback we need to give.
4. Not feeling empowered
We don’t feel in a position to give feedback, or it has not been requested. Often, this is the case with upward feedback to a manager or boss.
The Compounding Effect of Feedback Conversations
Those challenged by blockers one and two could benefit from embracing a long-term mindset. Sure, giving that feedback takes time now, but the next time that person completes a similar task, they will have learned a valuable lesson and will complete it more effectively, more efficiently, and (hopefully) without mistakes. Committing to the growth of our colleagues or team members encourages this mindset. If we want them to succeed, we have to give them the tools and the knowledge to do so. To get specific, next time we delegate a task, we could block 15-minute slots in the calendar to meet with the team members to give feedback, both positive and constructive. Plus, these would be a great chance to ask for feedback on the brief. Eventually, this could become a habit and a cultural norm.
Even one conversation can have a compound effect. One piece of feedback not only gives the other party the opportunity to grow, but it also implicitly says, “We give feedback around here — expect to get it and expect to give it.” When delivered well, that person receiving the feedback is more likely to go and have a positive feedback dialogue with others, who in turn are more likely to go and give great feedback of their own. This compounding process — not overnight change — is what creates a feedback culture.
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Setting Up Structure
Those feeling challenged by blockers three and four may benefit from some structure. These conversations often feel tricky because we’re worried we might upset or offend the other party. We could open up the conversation by asking if now is a good time to give some feedback. This allows us to ensure the other person is in the right frame of mind to talk. Then, try out the SBID model to keep focus on the behaviour you’d like to give feedback on, rather than the person.
As for the final piece of the puzzle: receiving feedback. Receiving feedback is an art. If we struggle with it, we’d do well to remember — feedback is a gift! Every piece we receive helps us realise our potential. We must monitor those eye twitches and
S SITUATION
Describe the situation
“At the start...” “When you mentioned X...”
BBEHAVIOUR
Describe the behaviour
“Your body language was not consistent with what you were saying.”
stop ourselves from defending our work; we grow by being open to constructive comments from our team. We could set some guidelines for how we like to receive feedback — is it verbally, or written? Do we want to set aside some time to ask follow-up questions? Try asking for others to use the SBID model when giving feedback — and that might help us feel less defensive, too. When there is a standard framework or way to give feedback, everyone can feel more comfortable and empowered to ask for, give, and receive it.
So, it’s over to us. Will we have the feedback conversation? It might be the first step on the journey from a slow feedback crawl to a virtuous feedback cycle.
IMPACT
What was the impact?
“This made it harder to follow what you were saying.”
DESIRED BEHAVIOUR
What would improve it?
“[This behaviour] will make it easier to follow what you are saying.”
THE INVISIBLE LEADERS
While leaders strive to shape culture, could it be that the individuals in our organisations hold the keys to cultural change?
George Dickinson reveals the hidden impact of the invisible culture creators.
“Culture eats strategy for breakfast!”
We’ve all heard that one, right? Agree with it or not, culture is one of the biggest attractors when an employee looks for a new role.
A recent Glassdoor survey found that 77% of employees consider a company’s culture before applying for a job, with a staggering 56% saying that culture is more important than salary when it comes to job satisfaction. 1
In the modern workplace, culture is more than just a buzzword — it’s the invisible force that drives performance, innovation, and employee satisfaction.
But here’s the catch: culture doesn’t just emerge from top-down directives; it’s also shaped by the actions, attitudes, and behaviours of every single employee.
This begs the question: who really holds the reins when it comes to culture change? Is it the leaders with their visible authority, or is it the employees who live and breathe the company’s values day in and day out?
The Tug-of-War: Top-Down vs. Bottom-Up
Should cultural change be driven from the top or nurtured from the bottom? The top-down approach, where leadership dictates the culture, can often seem like a straightforward route. We could argue that leaders have all the tools to get the job done — clear direction, efficient decision-making, fast communication, and coordination.
The bottom-up approach places the power in the hands of employees. Here, culture evolves naturally as employees bring their diverse perspectives, values, and ideas to the table. Proactivity. Authenticity. Ownership. But with some challenges. What if the individual’s idea of great culture clashes with the vision of the leaders? What do leadership teams do when culture isn’t being proactively led from the bottom up?
The reality is that effective cultural change is not a dichotomy. It’s not about choosing sides but finding a balance. Every single employee within an organisation is responsible for contributing to the culture of the workplace. The leader sets the tone, but it’s the employees who amplify it, making them the invisible leaders of cultural change.
By empowering employees to become more impactful and invisible leaders, organisations can create a culture that is not only resilient and adaptive but also a true reflection of the values and beliefs of everyone involved. The key is not in choosing between top-down or bottom-up, but in harmonising both approaches to foster a culture that is dynamic, inclusive, and ultimately, unstoppable.
We help some of the world’s most exciting organisations develop their leadership. Get in touch via our website to learn what it takes to lead successfully in fast-changing, flexible, consumer-culture workplaces.
The Role of the Visible Leader
What can the visible leader do to empower invisible leadership? Rather than stocking the office cupboards full of snacks, having a cycle-to-work scheme, or going out for team socials (which are all good things), these are three ways to get started on empowering the invisible leader:
Make the invisible, visible Shine a spotlight on brilliant contributors to culture. Who’s proactively making a difference and deserves a shout-out? This not only makes the invisible leader feel great but acts as an example of behaviour or action for others to follow.
Lead by example
Model the behaviours we want to see in company culture. ‘Walking the walk’ is the crucial difference between ‘we say this’ and ‘we do this’.
Pass on ownership
By offering workshops on soft skills like communication and collaboration, the invisible leader is equipped to make a bigger impact on their work and on the culture. Allowing the invisible leader to organise or pick the activity for a team-building session can also empower them to play their part
Sources: 1Glassdoor Mission Culture Survey
FO NT O f L K E O D N E W G Th e
Design in L&D // Volume 4
The world of visual design has so much to teach us about how business and life work. Emily Larson brings this issue’s pearl of wisdom from the creative space.
The Art of Culture: Using Design Thinking to Shape Organisational Values
Organisational values are more than just words on a wall. They’re the foundation of how a company operates, makes decisions, and interacts with its people. That’s nothing new. However, bridging the gap from values to behaviours still presents a challenge, time and time again. So, how can an organisation ensure its values aren’t just spoken about? Enter design thinking — a way of working that offers a practical yet human-centric approach to the art of culture.
Aligning Values with Actions
Design thinking starts with empathy — understanding the needs of the people we’re designing for. In the context of organisational values, this means truly listening to employees, customers, and stakeholders to grasp what they value most. From there, it’s about aligning the company’s values with actions. Design thinking ensures that the values espoused by leaders are not just lofty ideals but are embedded into everyday behaviours and decision-making processes.
Iterative Process: Values as a Living Entity
The beauty of design thinking is its iterative nature. Organisations change, and so do people’s needs. Using
a design thinking approach involves continually refining and aligning practices with core values. Rather than setting values in stone and hoping they stick, this approach encourages organisations to revisit and tweak them through regular feedback and reflection. This iterative process ensures that values stay relevant and meaningful.
Prototyping and Testing Culture
Wouldn’t it be helpful if organisations could prototype cultural initiatives? Well, with design thinking, they can. By creating small, tangible prototypes — whether it’s a new communication practice or a different approach to meetings — organisations can test these ideas quickly. Feedback loops allow for swift adjustments, helping leaders experiment with ways to best embed their values into the culture.
At its core, design thinking is about empathy: understanding the needs, emotions, and experiences of the people we’re designing for. The words on the wall need to resonate with what is visible — and what people want — day in, day out. That doesn’t mean that an organisation’s values can’t be ambitious or visionary, but it does mean truly listening to the experiences of the people in and around an organisation.
The Interactive Workshops Studio is made up of graphic designers, animators and illustrators bringing L&D to life. This creative hub provides intelligently crafted, beautifully designed people development and branding resources: graphics, brochures, posters, books, eLearnings, films, animations, and more. If there is a hint of creativity involved, our team can get it done at top speed with enviable attention to detail.
Got a short slide deck that needs some visual flair? Send it to our Studio via the QR above and we’ll make it happen — free of charge.
MOVE CLOSER. BUILD STRONGER.
Inspiring the Executive Board and Top 100 leaders in a European insurance company to integrate the execution of the strategic plan into their core activities and teams.
The Challenge
Senior Leaders want to be challenged and inspired collectively. So how can a larger, senior-level, in-person strategy offsite be run that surprises and disrupts even the most senior board members and can also be delivered virtually at 48 hours notice?
Our in-depth interviews and focus groups revealed a ‘say-do gap’ — the stated desire to do something different, yet with actions that indicated a preference for the comfort zone. A shared love of talking about strategy over cascading it in action. Do something authentic. No hockey stick graphs and burning platforms. We said no problem.
Very Senior Leaders
100 individuals who, by definition, are right at the top of the organisation, including the entire board and chairperson.
How We Helped
Collaborating with our excellent client partners, we conceived an on- and offline three-day experience focused on facilitation and cascading called the ‘Unconference’. Senior leaders would work in unconventional ways to turn strategy into communication and, on the week following the event, run creative virtual workshops for the entire organisation of 3,500 people on all the strategic topics.
Test strategic decision making: Choice problems were created by a parallel stream of seminars that, while extremely valuable, would erode the time available to collaborate on the task. These choice problems replicated the real world complications of working on the business vs working in the business.
Am I so busy I don’t have time to invest in enablers that will make me better and less busy? In essence, am I too busy to become very good?
Words Over Action
Leaders who could quite easily find themselves talking strategy over empowering others to execute it.
Seen It All Before
The Top 100 Leaders event was a known format for this organisation with more than 75% having attended previously and a tension between consistency and innovation.
Paralyzing Debate
The best senior leaders embrace paradox. Poor leaders spend countless hours debating which part of the paradox is the ‘right’ one for their organisation. These debates block forward progress and action.
Break belief barriers: The event experience took people way beyond their comfort zone, knowing that the following week they would be exposed if their workshops or communication were poor. Yet, they were working outside of their knowledge area, with a mixed team, and sometimes presenting in languages they didn’t speak.
The power of rehearsal: Our process involved a full team rehearsal with extremely candid feedback and improvement suggestions, plus 1:1 coaching sessions where needed. Groups were also given feedback on their teamwork and collaboration .
THE NUMBERS
THE POWER OF A MANTRA
Why are words crucial in forming workplace culture? Rachel Cise dives into the importance of mantras and shares some top tips for creating your own.
In any organisation, the language we use forms the bedrock of our culture. Mantras — simple, memorable phrases — act like the pulse of a company.
They serve as reminders of who we are and how we operate. A mantra doesn’t just guide behaviour; it sets the tone for how we treat one another, approach challenges, and drive forward as a team.
Many organisations have crafted their own mantras to help shape their culture. For example, at Amazon, the mantra “Customer Obsession” isn’t just a catchphrase; it drives every decision. If it doesn’t serve the customer, it doesn’t happen. These mantras act like guiding stars, ensuring that as companies grow, their values stay rooted in something simple but powerful.
Let’s look at some of the mantras we use in our organisation and explore how they’re not just words but a part of our cultural fabric.
“Makings, Not Meetings”
We’ve all experienced that sinking feeling when your day is stacked with back-to-back meetings, leaving you wondering when you’ll actually get any work done. “Makings, Not Meetings” is our way of ensuring we prioritise productivity over endless discussions. It’s a reminder that the real value comes from what we create, not from how long we can sit in a meeting room (or on a Teams call).
This mantra steers our culture towards action. It’s not about avoiding meetings entirely (sometimes they’re essential), but about questioning their purpose. Is this meeting going to help us create something meaningful? Or could we solve this through a Slack message or a quick chat? The goal is to keep things moving and ensure that “making” leads the way.
“Do What You Say You’re Going to Do”
This one is all about accountability and trust. It’s simple but effective. If we commit to something, we follow through. In a fast-paced work environment, promises that go unfulfilled lead to frustration, missed opportunities, and a breakdown in trust.
“Do What You Say You’re Going to Do” underpins a culture of reliability. It means colleagues can trust one another to deliver, whether it’s on a large project or a smaller task. It also encourages self-accountability. Everyone knows that committing is not just about saying the right thing or having good intent — we mean we’ll do it. And everyone else knows that too.
“Book a Meeting from a Meeting (BAMFAM)”
At first glance, this mantra may seem at odds with “Makings, Not Meetings,” but there’s a reason for it. “Book a Meeting from a Meeting” is all about maintaining momentum. It ensures that meetings don’t end with vague ‘next steps’ but with concrete actions. If something needs further discussion, a follow-up, or review in the future, don’t let it slip — book that meeting straight away. This mantra pushes our culture to be proactive and organised, with each other and our clients.
Making Mantras Work
What can we learn from all of this? Mantras work because they’re memorable, actionable, and embody the spirit of the organisation.
Here are a few tips to make mantras stick: Keep it simple. A good mantra is short and easy to remember. If you can’t recite it off the top of your head, it’s probably too complicated.
• Tie it to action. The best mantras inspire specific behaviours. It should be clear what’s expected when you hear it.
• Make it part of everyday conversation. An effective mantra is one that’s verbalised, remembered, and repeated.
NETWORKING TO GET
Networking and culture share more similarities than you might think.
Lizzie Finch shares tips on bringing our authentic selves to networking events that can benefit those around us.
We love an event. The buzz of new faces. Delicious food. An exciting topic to get our teeth into (when we’ve got through the food…). We’ve attended our fair share of industry events over the years and hosted plenty too. What have we learnt about showing up to an industry event that might be a lesson in creating culture?
Here are three tips for...
event networking and culture creation:
Know why you’re there
Even if we signed up because the event sounded great, we can have a purpose for being there. Is it to meaningfully connect with two or three industry peers? Or LinkedIn connect with 10, 20, or 50 peers?
To really shape culture, we can also reflect on our unique contribution and purpose in the organisation. Ask: What could only I contribute? And how would I do that?
Embrace authenticity
Whether they are brunches, workshops, or happy hours — at our events we create an atmosphere that encourages genuine conversations and meaningful exchanges, not over-professional, jargon-filled dialogues that feel like interviewing for something.
The greatest contribution we can have to our company culture will be an authentic one. Inauthentic, ‘trying too hard’, attempts to shape culture might have some short-term benefits, but won’t make lasting ripples in the cultural water.
WORKING
Be a positive presence
Whilst we might not be hosting the event, we don’t see that as a reason not to make ourselves at home. Hospitality, decorum, and a bit of charisma aren’t just for the event hosts or venue staff. We don’t have to make ourselves the star of the show, but we can choose how we show up, positively. It’s infectious…
No matter what we think of the culture, complaining about it (in our heads or in coffee chats) compounds any problem. By swapping problem statements (typically starting “I can’t…” or “I don’t…”) for commitment statements (typically starting “I can…” or “I will…”), we can be less complainer and more catalyst.
Try it out
In L&D, HR, or Talent Management and looking for an event to join in London or New York? Modelled after the social and intimate feel of 1920s speakeasies, our SpeakEasy networking events promote interaction and encourage spontaneity over structure. Attendees are not just observers; they are co-creators of the experience, contributing their ideas and perspectives to the collective conversation. Come and join us...
Register for two free places per organisation at Interactive Workshops’ next SpeakEasy event.
“At Interactive Workshops we are passionate believers that theory is great, but learning by doing is blockbuster.”
Jonna, CEO, Interactive Workshops
UNDERSTANDING THE HUMAN ELEMENT IN ORGANISATIONAL SUCCESS
Cultural psychology unites psychologists, anthropologists, linguists, and philosophers in a common pursuit to understand the complex variety of factors which influence and reflect human behaviour. Reuben Fletcher-Louis and Simone Sullivan uncover the hidden part of the culture puzzle: Psychological Capital.
The Role of Culture
Research has shown that developmental and relational cultures have a significant impact on employee performance1. Our organisational culture has perhaps more impact than any other factor on confidence, optimism, hope, and resilience — what’s known as ‘Psychological Capital’ (PsyCap). It’s a hidden part of how the intangibles of culture impact tangible performance. It’s pulling the strings of how employees behave in pursuit of both personal and organisational goals.
Here’s how it looks:
Developing Psychological Capital
So, how can we take over this capital for our own competitive advantage? Broadly, by focusing on increasing four things in our teams: resilience, confidence, optimism, and hope. Unlike personality traits, which are more stable over time, these are much more susceptible to fluctuation as culture changes; each can be developed and strengthened2. This means culture can be a lever to give hope. To inspire optimism. To thrive under pressure. To drive the business forward. These four factors are not just well-selected buzzwords but immeasurably powerful factors that determine both the feeling and success of the organisation. This can be done by creating a work environment that provides social support and authentic leadership, creating the ideal conditions for fostering Psychological Capital.
The Impact
Employees who experience a strong sense of authentic leadership and social support are more likely to engage in positive work behaviours, handle stress effectively, and maintain high levels of motivation and commitment. Not only this, it promotes trust in the people throughout their organisation. There’s a compounding effect here, where, rather than a lack of optimism seeping out into collective negativity, the opposite happens. Individual optimism breeds collective optimism. Most of us know what it’s like to work in these organisations. This, in turn, drives higher job performance and contributes to the overall success of the organisation.
How can we get closer to our colleagues to boost their confidence, optimism, hope, and resilience? These aren’t factors that we can impact overnight, but a starting point could be to take a leaf out of the book of the humble ant. Follow processes which look out for everyone’s needs. Good design thinking can align values with actions by truly listening to what employees value the most. By drawing closer to boost confidence, optimism, hope, and resilience, we’ll have the best strategy for storming the psychological capital.
Sources: 1 Aggarwal & Singh; 2Luthans et al; 3 Srivastava and Maurya
CAN CULTURE BE
MEASURED?
Illusive, intangible… immeasurable? Can we find the data behind culture? Ben Heath uses his passion for developing high-performing cultures to explore this a little deeper.
We all know workplace culture is important but it can be difficult to put a finger on why. It is commonly described by phrases such as “the way things are done around here” or “it trumps strategy.” However, what we do know is that when it works well, it is often the single most important factor in helping teams and organisations achieve more than the sum of their parts. It’s a force multiplier. Smart leaders are cottoning onto this and are using culture as a competitive advantage — but how can we measure the intangible?
Perceptions
It is probably a safe assumption that if we stopped 100 people on the street and asked them if they thought culture could be measured, the majority would likely say no. Culture has many definitions, but common to most is the use of words such as ‘values’ and ‘behaviours’. These are intangible and therefore difficult to quantify or measure, right?
A quick internet search will reveal organisations promising company Culture Assessments and insights. These provide numbers, statistics, and data, making the intangible tangible. Some common assessment areas include:
• Retention
Employee Engagement
• Employee Satisfaction
Collaboration
Employee Net Promotor Score (eNPS)
Customer Focus
Challenge
Diversity & Inclusion
Whilst these can provide some useful metrics and data that can be analysed, it needs to be collected. We’ve all worked in organisations suffering from ‘survey fatigue’, which provides an immediate barrier to survey completion. How likely is this method to give us a real sense of what’s going on? Poor prior experiences resulting in no action taken can also feed cynicism, adding further height to the barrier. An increasing number of studies suggest that culture manifests itself through elements such as rituals, norms, and language. That’s nothing new. These have been markers of culture since our best tools were sticks and we drew symbols on walls with a sharp rock. Many million years later, we’d expect to have some pretty advanced ways of assessing and measuring these.
MEASURED?
Speak to the Interactive Workshops team to find out more about how we can help with a Culture Assessment for your organisation.
Harnessing Big Data
Research has harnessed the power of big-data processing to extract ‘digital trace data’ of culture from electronic communications1. Eyebrows raised? This all sounds very Big Brotherish — I know. It is acknowledged that the organisation will have to permit access to electronic communications and appropriate employee privacy safeguarding measures would need to be put in place.
However, this study does suggest that using language-based cultural measures can help us be more specific about what we want to find out. For example, identifying pain points rather than a more generic ‘temperature check’.
Websites such as Glassdoor also offer valuable insights into workplace cultures. These are anonymous and entirely voluntary and could be useful to Leadership and People teams. In fact, they would be remiss to consciously ignore it due to its prevalence in the public domain.
Despite the drawbacks, Culture Assessments can and do offer senior leaders extremely valuable insights into their company culture. For example, using our AMP framework, Interactive Workshops can provide customisable assessment criteria to help organisations understand how people view culture. So instead of assessing against a generic culture, we can help teams assess their performance against their own values and behaviours.
A senior leadership team who understands that organisational performance relies almost solely on the collective effort of their workforce, must also understand the importance of improving (and measuring) the glue that binds them all together. This does, however, rely on action. The most common thing that happens after a survey like this is that leaders meet to talk (often at length) about the results. Instead, a simple “You Said — We Did” approach can effectively communicate what action has been taken, making everyone feel heard.
Climate vs Culture
It’s important to think strategically about how information of this kind is collected. Is it best to conduct large-scale culture assessments or would smaller, team-based climate assessments be more palatable? Team and workplace climates are much more dynamic and therefore easier to influence. It is a question of size and scale; the larger the organisation, the more teams and departments it is likely to have. Even with the best will in the world, it is extremely unlikely that we will find any two teams doing things in exactly the same way. Whilst we know we want all our teams pulling in the same direction, connected by a common cause or purpose, sometimes it is easier to reach the desired outcome (steer the ship, achieve the goal) one step at a time.
Sources: 1Srivastava, Goldberg & Corritore; 218 Factors For Effectively Measuring Company Culture, 2024; 3Matthew Corritore, Amir Goldberg and Sameer B. Srivastava, 2020; 4The 6 ways we identify culture, 2020
HOW TO CULTIVATE INTROVERTED TALENT
In cultures that prize visibility and assertiveness, could we be overlooking the quiet strengths that drive deep innovation and thoughtful leadership? Megan Roberts shares her thoughts on the topic.
Actions Speak Louder than Introverts: How to Empower Introverts in the Workplace
In many organisations, extroverted qualities like assertiveness, sociability, and quick decision-making are often rewarded, while introverted strengths, such as deep focus, thoughtfulness, and careful listening, can go unnoticed. This extrovert-focused culture creates environments where introverts are pressured to conform, diminishing their unique contributions. Instead of expecting introverts to adapt to extroverted norms, it’s time for a cultural shift that recognises and empowers introverted talent. This change would benefit not only introverts but also organisations, which would become more balanced and inclusive.
The Hidden Cost of Overlooking Introverts
In her landmark book Quiet: The Power of Introverts in a World That Can’t Stop Talking, Susan Cain explores how modern workplaces are often dominated by an “extrovert ideal”. She describes how Western cultures shifted from valuing character traits like integrity and introspection to emphasising personality traits such as charisma, gravitas, and assertiveness. This change has influenced workplaces, creating environments that reward social interaction, group work, and spontaneous decision-making while undervaluing deep thought and independent work. Introverts, therefore, can often feel sidelined or pressured to act like extroverts to fit in and ultimately succeed. This extrovert ideal poses challenges for introverts,
not because they are less capable, but because their strengths are overlooked in work environments that prioritise constant communication and visibility. Introverts tend to process information internally and prefer to contribute once they have had time to reflect, which can be misinterpreted as disengagement in fast-paced, collaborative environments. As a result, introverted employees may feel underappreciated or even overlooked for promotions or leadership roles, despite their skills.
A Forbes article highlights the discrepancy between how extroverts and introverts experience the workplace. Extroverts often thrive in environments that allow them to express themselves openly and spontaneously, while introverts may feel drained by constant interaction. When workplaces don’t accommodate introverts, they risk losing out on the unique insights and thoughtful decision-making that introverts can provide with the right time, space or question.
Creating an inclusive workplace culture that values introverts requires more than superficial change — it doesn’t have to be difficult. Here are strategies for managers and leaders to foster a more inclusive and supportive culture for introverts, by maximising their natural strengths.
Five Top Tips to Recognise and Cultivate Introverted Talent
Create Spaces for Quiet Work
Many introverts struggle in open office environments that are filled with distractions. Providing quiet zones or flexible work-from-home options can help introverts perform at their best. This simple accommodation removes a self-inflicted barrier to high performance for a significant proportion of our workforce.
Emphasise Written Communication
While extroverts may excel in verbal communication, introverts often prefer writing to articulate their thoughts clearly and concisely. Encouraging written feedback, ideas, and reports gives introverts the opportunity to shine and participate fully in company discourse.
Value Quality over Quantity in Meetings
Managers should design meetings that respect the introverted communication style by allowing time for reflection before decisions are made. Often, introverts are less likely to speak up spontaneously in large group settings but can contribute more easily when given the chance to prepare.
Offer Autonomy and Independence
Introverts often thrive when they have the autonomy to approach tasks in their own way. Micromanaging tends to stifle their productivity, while offering them independence allows them to leverage their creativity and problem-solving skills.
Celebrate Different Leadership Styles
Introverts can be strong leaders, though their leadership style may differ from their extroverted counterparts. Introverted leaders can be reflective, careful decisionmakers, who listen to their teams and encourage collaboration in a more measured way. Recognising and nurturing these leadership qualities helps create diverse and well-rounded leadership teams.
RITUALS WE RECOMMEND
The things that gather us matter. Courtney Mainwaring shares some of the benefits of rituals and shares some tried and tested examples from our clients and our team.
Rituals, while similar to routines and habits, hold deeper meaning. They are purposeful practices, often going beyond the practical. For example, grabbing a cup of tea when we’re thirsty might be a habit, but it’s not a ritual. However, if we gather for tea with colleagues every Friday at 10 am (regardless of thirst) to connect and share, that becomes a ritual — and an important one at IDEO1
In the workplace, rituals serve a unique purpose. According to Jessica Kriegal, author of Rituals Roadmap, rituals in the workplace help people feel a sense of belonging2. Rituals create a shared practice, allowing employees to connect and feel included. Research conducted by Michael Norton, a Harvard Business School professor, supports this — his team found that workplace rituals can help work feel more meaningful3
Rituals not only contribute to our culture through belonging and meaning, but they have also been seen to improve cooperation, social connection, and productivity, as well as decrease stress and anxiety.
Looking for inspiration? Here are a few rituals that we’ve seen with our clients and ones that we do ourselves...
Emoji Check-In
As seen at Dovetail
Leaning on the approachable and light-hearted nature of emojis, one manager asks her team to share an emoji to describe how they’re feeling that week. It’s a fun, easy way to get people to express themselves without needing to find the right words.
Manifesting Monday
As seen at Warner Music Group
What began as a weekly chat between a manager and her report about hopes for the week turned into Manifesting Mondays, where employees across departments now join in to share their aspirations. The word we often hear when it’s described is ‘inspiring’.
Scheduled Shoutouts
As seen at Pratt Institute
At the monthly IT Division meetings, directors carve out time for shout-outs. It’s a simple way to celebrate each other’s wins and lift up the team. A prompt for this practice can be, “What did someone do this week that made you proud, inspired, or grateful?”
Monday Standup IW Practice
In New York, we share our “three big rocks” (inspired by Stephen Covey) — the major tasks we want to accomplish that day. In London, everyone meets together (sometimes with a cooked breakfast) before teams discuss what’s happening in their pods (small teams) that week. It’s our way to stay and feel connected.
Social Commitment IW Practice
As a growing, global company, the time that everyone spends together in person is precious. So, we make it count. Every visit to London or New York includes at least one fun event, like shuffleboard or a carriage ride through Central Park. It’s a vehicle for strengthening bonds.
Walking One-on-One IW Practice
Whenever possible, we take our one-to-one check-ins outdoors. Walking meetings boost our energy and spark creative thinking. Plus, it can be easier to chat when you’re side-by-side rather than across a table.
Lunch & Learn IW Practice
These are special to us (we’re an L&D agency, so naturally, we’re keen on learning). Every other month, we host a Lunch & Learn where one of our team members teaches something new — everything from our videographer showing us how to make cool videos with just a phone, to a Producer using the works of Shakespeare to discuss the influence of our written comms
CLOSER CULTURE Advice Column
Meeting the Standards for the Meeting
Dear Jonna,
Do you ever have that feeling something is not working? I have a senior international group of leaders who meet monthly to coordinate and decide on strategic actions they can take together. Yet, when we meet, something isn’t quite right with our culture and we end up lacking action. This culture is frustrating me. Can you help?
International Business Leader, Exec team.
Dear International Exec,
I have a very low tolerance for boring meetings. I recently sat in a THREE-HOUR meeting that could quite simply have been a ten-minute conversation. The soft rules of meetings say everything about our organisation’s culture. We can also shape culture by shaping the ritual that is a meeting. From your correspondence, there are a few bits of detail that are important.
1. A group of 20+ execs is too big to drive real action and often turns itself into a communication forum.
2. You mention a wide range of people and roles in this forum, which can work, however, this classically, turns into a 20:80 meeting, where 20% of the people do 80% of the talking.
3. I couldn’t find a clear goal for this working group.
What to do?
A Goal is a Goal is a Goal is a Goal.
I really love having one clear goal for a group like this. If you can create a goal, e.g., “Add another £10m to revenue in six months,” “Deliver project X on time and on budget,” or something very measurable, despite the fact that your setup is a working group, not a team, each member can still commit to their part in achieving that goal and hold themselves accountable.
No Passengers
It may be worth bringing this up explicitly. Some people think it’s fine to be part of a communication forum, especially if they get inside info or some status. In focusing on the goal, be explicit that there should be no passengers, so if you want to be part of it you have to contribute, or — to be blunt — leave (but find some nicer words).
Divide and Conquer
They say seven is the perfect number for a business team. Whilst you may want to spend part of your time and energy all together, form tiger teams, sprint teams, deliverable teams, geographic teams, or some subset to get into smaller groups, each with their own clear subgoal. Have them focus for a month or quarter and come back with outcomes and results to share.
In summary, it’s easy to ignore ineffective meeting culture, but to do so is to forget the opportunity cost. These kinds of forums can have a big impact on focusing effort on outcomes due to their scale and influence. To accept a mediocre info-sharing forum with passengers is to lock in the inaction. Yet, to insist on goal-focused delivery is to amplify the performance nature of a business team.
Let us know what you change and what results you get and who knows, you might make it into a case study.
Good luck !
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