Author Archives: Ashley Freeman

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  1. An Office Called INVOLVE (by Jane Sladen)

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    Week 1 (w/c 10th Feb)

    When I started working at INVOLVE my friends thought I was caught up in a cult.  “Your company isn’t normal” was the usual throwaway comment. But they were absolutely right, INVOLVE is unique and every day I come to work I thank my lucky stars that it is.

    Today was no different, except there was one empty chair in the corner of the room.  The usual occupant of the chair, Mr James Prior – a 48year old Scot with a penchant for salt and vinegar crisps – has taken 6 weeks leave from INVOLVE to row the Atlantic (from the Canaries to Barbados) in a world record breaking 31 days and INVOLVE are rowing it with him – virtually.

    Hence the rowing machine in the kitchen; and the inflatable sharks; and the palm trees.  Oh, and the coconuts. Actually, it’s no longer a kitchen but a Caribbean beach bar and all INVOLVE employees are now potential winners of a unique competition; the chance for 2 of us to fly to Barbados to welcome James safely back to shore.

    So how does one win this amazing prize? Quite simply by living and breathing INVOLVE’s 5 values:

    – Working as a team and respecting individuality

    – Passionate about effectiveness

    – Radiating positive energy

    – Pioneering

    – Making work fun

    Each INVOLVER pulled from a coconut one of the values.  Our mission: to live that value to the full in a way that if an inter-galactic space explorer landed in our office, they would  feel our culture immediately.

    After 2 weeks, we will do our first round of values champions voting. We will re-draw and everyone will then live a different value for another 2 weeks.  There will be at least 2 rounds of voting.  The winners will be the people who have accumulated the most votes.  If there is a draw, it goes to a ‘row off’ and that is where the rowing machine comes in…….

    The grand plan was for the office to match James stroke for stroke all the way to Barbados – 3000 miles – however that just isn’t practical for a busy office like INVOLVE (as well as playing hard, we work hard too) so we decided that all forms of exercise will count towards ticking off those miles, so whether you run, cycle, swim or skate everyone can accumulate “miles”, all resulting in a motivated, energised and passionate team.

    So in true INVOLVE spirit, everyone is “sticking their oar in”!  We have  pedometers to clock up the km’s, the rowing machine is whirling away and people are working up a sweat but if you would like to help us to push up the miles, then email me at jsladen@involve.co.uk and I’ll send you a pedometer!  We would love to have you on board.

     

    Week 2

    To recap, our colleague James Prior is rowing the Atlantic.

    By day 8 he had rowed 722 miles with another 2274 miles to go.  Back at INVOLVE HQ, we are hot on his pruney heels and have clocked up 698 miles as a collective by rowing, cycling, swimming and walking.

    It would be a lie to say everyone is involved in racking up mileage – for some people it’s just not their thing – but that’s ok because we work as a team but respect the individual. 😉

    Those people that have taken up the challenge are taking it very seriously.  There are queues at 8am to use the rowing machine, cycle helmets racked and stacked in the server room, running pants, sweaty pants and holey pants in the airing cupboard and no one bats an eyelid any more when a half-naked man pads through the office.

    But everyone has got involved with the Values Competition. There is a lot of love, appreciation and good natured banter flying around the office. More importantly, everyone is endeavouring to “raise the bar” where they can and excel in areas where they feel out of their comfort zone.  For example, I drew “Pioneering” from the coconut. As PA to the directors I’m not sure that I have much of an opportunity to be a pioneer but having drawn the value I am committed to bringing that value to life……somehow….

    values wall

    Our Values Wall is now strewn with witty, heartfelt, comments from one colleague to another praising, joshing, thanking each other for their contribution to the business.  It sounds cheesy but “Pump up the Values” appears to be working.  People are more engaged than ever and not because there is a chance to win a trip to Barbados, but because people are feeling recognised, valued and part of something that is bigger than the company itself.

    Right, I’m off to be a pioneer.

     

    Week 3

    To recap, our colleague James Prior is rowing the Atlantic and we, his workmates are trying to keep up…

    … but not trying quite as hard as we did in week 1 and we haven’t got the excuse of a chaffed bottom…

    When you envisage these things, you imagine that everyone will be consistently engaged and fired up.  The reality is quite different.  People are busy with their own projects.  The novelty of rowing in the kitchen has worn off and people would rather play QuizUp than go for a lunch time run. But that doesn’t mean people are less zealous than they were last week.  In fact, the values competition is evolving and is no longer about racking up the miles or being a champion of one value. It’s become a way of (working) life.  Naturally, people are trying to make INVOLVE a great place to be and ensuring that their projects, no matter how big or small, are making a difference.

    So we need to galvanise the team as we hit the half way mark.  The two things that INVOLVE love are competitions and food and if you put them together and do it on Shrove Tuesday you have the ultimate Fun Day in the office. A perfect opportunity to laugh, challenge and inspire one another. It is also time to vote.  The first official chance to find out who in the office has made an impact on their colleagues.

    INVOLVE are conscious though not to lose sight of why we are running this 6 week initiative.  James is rowing the Atlantic for a cause that he believes passionately in.  He lives our values when he is in the office and we know that he is out there now – in the middle of the Atlantic – living those values to the max.  INVOLVE’s values competition reminds us daily of his trials and tribulations and we are impassioned to spread the word about his amazing adventure and hopefully this will go a small way to raising the much needed funds to aid research into Crohns and Colitis.

  2. OARSOME WORK CREW!

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    It’s been two weeks since the crew left for the great row and we are delighted to report that James and the guys are still alive with all limbs intact! Through the noise of splashing, crashing and muscle groans, James has reported that spirits are high and the determination of the men is as relentless as ever. The best news of all – they’re currently a whole half day ahead of the existing world record of rowing the Atlantic in 32 days! It would seem the motivation to raise as much research money as possible for Crohn’s and Colitis UK has made them unstoppable.

    We can only imagine what it is like aboard the Toby Wallace with just eight baby-wipes a day to blot away the sweat and dried food for fuel. All of the support back home really does give them a boost to power through the waves – Fergus has even written to the Queen (we have our fingers crossed for a hefty donation!).

    Keep up the good work chaps, you can do it!

  3. The Leader As An Example

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    “A leader is one who knows the way, goes the way, and shows the way.”

    John C. Maxwell

     If we agree that the role of a leader is to influence the actions and attitudes of his or her team, then what better way to be a leader than to act as a positive role model?

    By walking the walk, you become someone that people want to follow.

    As Mary Kay Ash so beautifully put it: “The speed of the leader is the speed of the gang”. Followers learn behaviours through observation. Leaders, therefore, set the trend of a workplace, by acting as a beacon of the acceptable and progressive way to do things.

    So, when it comes to encouraging involvement, you, as a leader, must be the most involved team member.

     

    “Great leaders remind themselves regularly that actions speak louder than words”

    Inc.

     People watch more than they listen and so remind yourself on a daily basis that everything you do is being observed and copied – and act accordingly. Be careful what you say, and wary of who is listening and watching.

     

    Know Your Stuff

     

    To be an effective exemplary force for your team, you need to make sure that you know your industry inside out, and also be willing to work alongside them, to show that you are developing your skills and that you are willing to get your hands dirty.

    You also need to be genuine and consistent. We are not talking about being seen to behaving in the right way, you must become the example. If you don’t genuinely subscribe to the behaviours you are advocating, neither will your team. ‘Leading by example’ should apply to every part of your behaviour and business life.

    Giving orders is not an effective way to lead by example. You must listen to your team. Often they are more knowledgeable in their individual fields, so respect their opinion and act on it. By showing respect, you will earn the same in return. Dictatorship is a thing of the past!

    The influence of a leader cannot be overestimated. Leading by example is a unique opportunity to create a culture of involvement. Think about every aspect of your working life, even your personal life, and about the example you are setting for your team.

    Is it the right example? Are you acting as you hope they will? If the answer is no, then you need to make some changes if you are to be a truly effective leader.

    Great leaders lead by example. Are you one of them?

    If you would like to chat to us about leadership techniques, please get in touch!

     

     

     

     

     

     

     

  4. What Netflix Can Teach Us About HR

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    “The best thing you can do for employees — a perk better than foosball or free sushi — is hire only “A” players to work alongside them.”

    Patty McCord, Harvard Business Review

     

    There has been a lot of buzz online lately about the ‘Netflix HR Revolution.’ Leading HR publications are convinced that Netflix’s compelling approach to talent and culture has reinvented the business of human resources.

    In a PowerPoint document on the ideas that shaped culture and performance at Netflix, Patty McCord and Reed Hastings outline the elements that make it stand out in the area of talent management.

     

     “We’re like a pro sports team, not a kid’s recreation team. Netflix leaders hire, develop and cut smartly, so we have stars in every position”

    ‘Netflix Culture: Freedom and Responsibility’ Document

    So what is it that Netflix can teach us about the delicate business of HR?

     Netflix are unapologetic about their hunger for excellence, and are dogged about what they believe to be the best way to find it. For example, in the document they write that hard work is irrelevant. Sustained B-level performance, with A-level effort, only generates ‘a generous severance package, with respect’, while an A- level performance, despite minimal effort, is rewarded with more responsibility and great pay.

    Netflix focus on what people get done, not how may days they have worked, tapping into a deep understanding of  how to maximise productivity, creativity and motivation.

    They develop their people by giving them the opportunity to develop themselves.

    They have been encouraging the same seven cultural behaviours since the company was launched:

    – Values what we value
    – High performance
    – Freedom and Responsibility
    – Context, not control
    – Highly aligned, loosely coupled
    – Pay top of the market
    – Promotions and development

     

    We’d like to home in on one aspect in particular – Context not Control.

    Netflix’s policy of ‘Managing Through Context’ is based on the idea that people do better work if they understand the context – if they can link what they do to company goals, or understand the key metrics of success.

    Netflix call this context. We call it involvement.

     A clear idea of the bigger picture, and their part in it, is essential to context and involvement in an employee.

     At Netflix, developing a great team is clearly the manager’s most important task. Great teams accomplish great work, after all. It is a rigorous talent management process that means that its’ employees can:

     

    “Imagine every person at Netflix is someone you respect and learn from”

    ‘Netflix Culture: Freedom and Responsibility’ Document

     Netflix undoubtedly sets a fine example of an organisation that is nailing its involvement strategy. By making these radical changes to company culture, they have become an entertainment force, growing to 29 million subscribers last year.

     We could all learn a lot from them.

    If you would like to discuss with us an involvement strategy for your team, please call us today!

     

     

     

  5. What’s In A Game? Gamification And Employee Engagement

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    “Gamification is changing the very DNA of HR.”  

    HR Zone

    Should you make work a game to engage your employees?

     The “Gamification” of workplace systems is gathering hype as an effective tool for productivity, reward and recognition and employee engagement. Some have even argued that it is changing the fabric of human resources.

    One report suggested that the principles of gamification could actually improve creativity, learning, participation and motivation.

    The question is, does it work?

     

     What is “Gamification”?

     

    “Gamification, the use of game elements to promote desired behaviours among customers and employees”

    The Business Insider

     Gamification appeals to people’s natural desires for competition, achievement, status and self-expression. It asks people to deal with situations in the workplace in the form of a game.

    The way people play and interact in a game setting can tell leaders a lot about what makes them tick. This technique can be used in recruitment, as a way to select the candidate with the best leadership and problem solving skills, or as an engagement tool, to stimulate the workplace. It has even been deployed to promote health and wellbeing in the workplace.

    Gamification has been a popular strategy for decades, with employee of the month schemes and loyalty programs formerly the games of choice. But the digital age has propelled gamification to the forefront of employee engagement strategies. Much of what we do in the workplace now is conducted through software, apps and mobile devices, and so the opportunities for introducing motivating games into everyday proceedings are endless.

     

     Points Mean Prizes

    “Is your job a game? Should it be?”

    Wall Street Journal

     Are you a competitive person?

    Imagine your job performance was measured in points and rewarded in bonuses. Would the expectation of winning or the fear of losing make you a better employee?

    That’s the clincher. Competition.

    We all have that fire within us, and as we play a game we become more competitive, and thus more engaged. We feel a greater sense of accomplishment and are willing to go the extra mile for more points on the board.

    Remember, fun is not an ugly word in the workplace – it can be a powerful tool for motivating, captivating and involving your team in common company goals and values.

    Could gamification be the ultimate employee engagement tool?

    Would you like to know more about how games can help facilitate employee engagement? Please get in touch!

     

     

  6. Bon Voyage James!

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    It’s James’ last day in the office and it just wouldn’t be right without a proper send off. James’ colleagues presented him with a heartfelt video of personal good luck messages and words of wisdom. In classic INVOLVE style; memorable messages included ‘watch out for the chaffing’ and ‘lucky sod, all that time off work’.

    Accompanied by a couple of remote controlled sharks, the ‘James’ O’Meter’ was unveiled and favourite rowing ‘horror and hero’ stories were shared.  He was treated to one of his last hearty meals – half a tonne of shepherd’s pie, courtesy of INVOLVE’s own answer to Nigella, Vickki. We even believe he may have eaten enough to last him the whole 32 days at sea!

  7. The ‘James’ O’Meter’

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    When James told INVOLVE he was going to attempt to beat the world record of rowing the Atlantic in just 32 days, a wave of shock, awe and sheer disbelief swept across the office. Having picked their jaws up off the floor, James’ friends and colleagues wanted to fully get behind his cause, not only motivating him, but empathising with his physical challenge (albeit on a much smaller scale!)

    We are therefore delighted to present…the ‘James’ O’Meter’ !

    For as long as James is at sea, a member of INVOLVE will be on the rowing machine, ‘racing’ James and his team to the finish line! Fair enough, we’ll be properly fed, watered and rested in a nice warm office with a flushing toilet, storm-free and with coffee at our convenience, but feel it’s the thought that counts…

    Good luck James!!

  8. Make Involvement Your New Year’s Resolution

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    Happy New Year! Welcome to 2014.

    What is your New Year’s Resolution? Growth? Better marketing? Increased productivity?

    The New Year is a great time for a fresh start.  It is a time for re-examining your organisation and fresh business thinking. It is a chance to approach new goals with a renewed energy and focus.

    Wouldn’t it be great if, rather than dreading returning to work for another year, your team came into the office in January with optimism and excitement about the year ahead?

    Apathy and frustration can spread quickly amongst your team, and if it doesn’t die with the ending of the year, make sure it doesn’t make it into the office in January. If 2013 ended with any despondency or disengagement among your team, the New Year is a perfect time to inject positivity and culture change amongst their ranks.

    Discuss openly with your team how everyone feels about the previous year, its successes and failures, areas for improvement and areas where you got it just right.

     

    Promote Responsibility

     

    Get your team taking ownership of the coming year, and making resolutions of their own, such as ‘I will work smarter.’ ‘I will make myself irreplaceable. ‘I will evaluate my personal contribution to the organisation.’

    After all, responsibility for the success of your organisation doesn’t fall on the leader’s shoulders alone. Ask them to identify areas where they feel improvements could be made in 2014, both on a personal and organisation level. Encouraging your team to take part in a fresh start is key to involvement.

     

    Re-affirm Your Mission

     

    The New Year is a great chance to reinvigorate your team’s excitement for the company vision and common goals, when they are fresh and rested, and have had time to recover from any disengagement or disillusionment from the previous year.

     

    Be Objective

     

    Take the opportunity to look at your organisation objectively. Could you make any improvements? Are there members of your team that need to reconnect with the company mission? Is there an area, in particular, that could benefit from a fresh injection of New Year enthusiasm?

    Make involvement your New Year’s resolution, fill the new year with positive energy, and 2014 will be your best year yet!

    For any more information on how to make 2014 the year your team becomes fully involved, get in touch!

  9. How to Create A Great Workplace

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    Have a look around your workplace. Is it a visual representation of your organisation? Is it an inspiring and motivating place to work?

    A workplace is much more than just four walls, computers, desks and a coffee machine. It’s the place where all the magic happens, or could happen, if you create a creative, innovative and collaborative space.

    At the core of any great workplace is a culture. You have hopefully already established what your company culture is, and communicated that to your team. Is your workplace a fertile breeding ground for it? Or is it preventing the kind of creativity and expression that you strive for?

     

    Getting Started

     

    Creating a great workplace is not just about bricks and mortar, pool tables or basketball hoops. Equally, creating the right atmosphere is not just about the feng-shui of your desks and chairs, or whether your workplace is open-plan or divided into booths.

    The creation of a motivating and inspiring workplace starts with what goes on in it.  If you provide the leadership, guidance and inspiration to make your employees feel fully involved – and give them the freedom to create a workplace that facilitates this – your workplace will create itself.

    In this case, the leader’s job is merely to lay the foundation, sow the seeds of a great workplace, and then hope that you have chosen the right people and created the right environment for the seeds to grow. Crucially, you’ll need to be flexible enough to try a few things, throw some ideas out there and see how they play out.

    A great workplace is intrinsically linked to the goals and ethos of the organisation and fosters collaboration, productivity and motivation, but it must also allow for individual expression and success.

    Have another look around. Does this sound like your office? If not, maybe it’s time to make some changes.

    If you would like some more advice on how the right workplace culture and environment can help with team involvement, please contact us.

  10. The Five “I”s of Change

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    Change can be scary. Fear can stop many of us realising the change that could revolutionise our organisation and propel it forward. To truly implement change within your organisation, your team need to be excited, inspired and fully involved.

    The most effective change programmes are usually implemented by following the five “I”s:

     

     “Imagine”

     

     “Imagination is the beginning of creation. You imagine what you desire, you will what you imagine and at last you create what you will.”    George Bernard Shaw

     

     The power of visualisation, as the practice of using mental imagery and positive thinking to achieve goals and create change, cannot be overestimated as the first step of any change programme.

    Visualise your new future together. When your team have a clear picture of the future, they are much more likely to contribute towards reaching that future.

     

    “Intrigue”

     

     Intrigue. v. To engage in secret schemes

     The first step to involving your team in a change effort is to arouse their curiosity. Spark their intrigue about how that might happen, and the rewards it might bring. Intrigue will naturally grow into excitement around that change. They’ll start generating their own ideas and their own momentum for the work ahead.

    Let them in on the secret…

     

     “Inspire”

     

    Clearly make the case for change, making sure to present it in an inspiring and persuasive way.  Act as an example; a beacon of enthusiasm, passion and excitement about the changes ahead.

    There are many creative and engaging ways of vision setting to get your team excited about change. An inspired team won’t just want to be part of the change, they’ll want to be the change.

     

    “Ignite”

     

     Involve your people in activating the change you want to see. Interesting and, more importantly, meaningful work towards a positive goal will challenge and vitalize your employees. While there is always an element of risk and uncertainty, engaged employees will thrive with the added responsibility and freedom.

     

     “Integrate”

     

     Change programmes strive for fundamental culture change at the core of your organisation. They are dependent on winning hearts and minds, and then paying close attention to the mindsets of your workforce as time goes on.

    Implementing change is just the beginning. The real challenge is to sustain that change. Any victories can fade over time if continuous improvement and re-evaluation is not maintained and your approach is not integrated with your organisation’s wider goals and values.

    One-to-one interactions and real authentic conversations are the key to staying on top of sustainable development and change. Why not try recruiting change ambassadors amongst your team to keep the momentum going?

    This is not a one-size-fits-all blueprint for making a change within your organisation, but successful change programmes generally tend to follow these five steps.

    If you would like any more information on our change programmes, get in touch!

     

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