Culture and high performance is something that we are each responsible for building.
It's one of the most important ways we each contribute to and foster our point of difference.
- Our culture
- Our service and
- Our products
In that order.
At the end of the day, if we didn't know and own our story, we would have zero chance of standing out in our marketplace.
It's not just fluff. It's key to driving sales and better customer relationships.
And the I'm confident that the whole team really mean it.
Our culture and how we've built it
Here at Big Blue Digital, we have a pretty special, one-of-a-kind environment.
We’re in a competitive industry that requires creativity, confidence, compliance and leadership.
We need to collaborate with our colleagues, or play well in the sandpit by ourselves. All with the mindset of continually striving to deliver top-class service to our clients in a highly agile, competitive market.
In the one conversation, we each might need to have the authority to lead, or the confidence to yield and follow another team member, ask for help or put down our tools to solve a colleague’s problem. And we all manage to do this with absolute willingness.
There’s no ego, no manipulation, no anxious tension and never any undermining.
We have a mindful appreciation of each other’s skills, personalities, differences, and talents.
This is no accident.
We’ve worked hard to cultivate our team, and the culture that they each embody.
This is how.
1. We saught out good people, and it's yeilded good results.
On the whole, most skills can be taught. Character and integrity – not so much.
We all have our challenging days and our flaws, but I can, hand-on-heart say, that we have strategically employed people here who do (more than) great work and continually grow in talent and attitude.
We hire to fit our culture. The great work follows.
2. We seize opportunities to make work fun
Yes we’ve got deadlines to meet, budgets to achieve and clients to service.
But, we proactively endeavour to make work a fun place to be - whether in the office or as part of our distributed team.
We lead by example, making sure we welcome everyone to work with a smile and a chat about how they're going. We thank our team for good work, each and every day. We hold weekly whole team 'TIPPS' meetings where we share our wins, challenges and successes of the week. We might share a project we're working on, or spend that time discussing which musicians would be in our dream supergroup.
We've had stages where every Friday was a day for dress ups, beers and themed foods. We make time for team dinners or lunches. We celebrate birthdays. We visit our distributed team and they visit us. We pump music through the office.
And, we have a regular team day, focused on brainstorming ways we can be happier, more productive and offer better service as a group. Don't know where to start? Read about ours to get some ideas.
3. We keep things transparent
I know there’s a realistic limit to this in all organisations, but each of us here have a near real-time, clear understanding of what the business’ goals are, how we’re tracking, where we need to focus and how we’re each contributing to the day’s outcomes.
It gives us individual and collective accountability because we each know the vital role we all play in collectively succeeding.
To get this right, we've had to really look at how we use technology in our business.
We're tech nerds - we want to jump into every new system and try it out. Sometimes that means we have systems overload and no-one is sure where to go for what information. With a distributed team, we rely on systems, but we know they need to enhance our work, not dictate it.
So we make sure we have clear rules on how and why we communicate, and where. Need to make an announcement? Online comms are fine! Need to have a discussion and make decisions? It's time to get on the phone, a video call or book a face-to-face meeting.
4. We get comfortable with the uncomfortable
Yes, I'm talking about vulnerabiltiy.
All of us here are very good at what we do, and we proactively and publicly acknowledge each other’s talents and achievements.
But, we have deliberately fostered a trusting environment where, right across the organisation, we can be secure enough to say when we need help, we don’t know how to do something or we want a second opinion. And the best thing about that? There’s always expert help at hand, ready to jump in and get to the right answer with you (not dictating to you).
5. We aren't afraid of setting expectations
Our industry - and therefore our roles - are constantly changing.
Sometimes our team can get frustrated or overwhlemed with the pace of change. This means we have to focus really hard on maintaining stability where we can.
Our stability comes from our team values - which are the backbone to our expectations. Our cultural blueprint is shared with the whole team, and describes our standards of work and behaviour, in relation to our values.
Is the way we're working and the decision we're making reflecting how we understand Team, Innovation, Passion, Prosperity and Service? (You can get a full run down of our values at the bottom of our Who We Are
Can you explain your businesses' culture?
How does it set you apart?
Because our team focuses on this so much, I know our they have a real skill in getting to the crux of another businesses' culture and working with that - whether it's,
We do heaps of stuff - but this is the common thread that ties all of our work together.
And that's pretty special.
P.S. Digital transformation projects can have a huge impact on your workplace culture. By starting with a process of discovery - consulting in to your business - we are able to identify and consider the change management risks before they become an issue.