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Shaping an organisation’s culture and values

Developing an organisation’s culture and values

When managers and their business owners select units for level 7 Strategic Leadership course, Shape Organisational Culture and Values is a popular choice.  As most of our clients are in the service sector and even after years of being established service providers they strive to improve.  Recognising that at the heart of their improvement is their employee relations and customer service.  Which is impacted by their organisation’s culture and values.  Some of the managers have actually undertaken the unit of the award in a previous operational management qualification.  But want to lead changes for their organisation during their strategic leadership development.

Key areas for reflecting competency in shaping culture and values

To develop and execute this unit of competency and understanding the manager will need to focus on these key areas, which I will simplify:

  • Their communication strategy and practice
  • Their approach to change management
  • The potential for friction between the organisation and the individual’s culture and values
  • The SWOT of the culture including sub-cultures of their organisation
  • The areas of the culture developed
  • Other organisations approach to culture and values and examples developed in their own organisation

Learning from other organisations

Here I would like to share a quote from Simon Sinek, Author and motivational speaker, which states how culture is organisations is not the same as the product we believe we are purchasing:

‘Starbucks was founded around the experience and the environment of their stores. Starbucks was about a space with comfortable chairs, lots of power outlets, tables and desks at which we could work and the option to spend as much time in their stores as we wanted without any pressure to buy. The coffee was incidental.’

I like to throw these types of examples of famous businesses into our coaching and get the manager to look at other organisations. It’s important to get the managers to be aware, motivated and creative in their approach to their analysis and strategic plans for their own organisation.

Evidence of a strategy

So to meet the level 7 award unit criteria the manager then needs to provide evidence of how they have:

  1. Developed a vision, strategy and structures for influencing organisational culture and values
  2. Used leadership, interpersonal and communication skills and tools to influence organisational culture and values positively

I’ve seen this work presented in a number of different ways.  Firstly, within their Strategic Business Plan, where they first developed a strategy and plan. As from the outset to align culture and values was a goal with defined objectives to deliver their business strategy.  This often results in the developing their Workforce and Recruitment strategy. Also developing their branding and their Marketing Strategy. All of this supported by evidence of communications.  From consulting with colleagues, employees and customers using the range of analysis tools we provide. But most importantly reflected in their well-led improved quality audit standards.  Building and leading their continuous improvement strategy resulting in higher sales and profits.  Proving that once you start developing your culture and values it affects and improves all areas of your organisation.

This has been a reflection on coaching managers to achieve our ilm level 7 NVQ Diploma in Strategic Management and Leadership.  If you would like to know more about this award and how our coaching influences change you can talk to us on our Free Discovery Call or just email for further information.