DOSSIER REPUTATION AND BEHAVIOUR Good communication the bottom line 2015
A good reputation depends on good behaviour PROOF has accumulated more than ten years experience in the field of reputation communication and internal branding. Our aim now is to develop the new area of reputation management. Our books, Internal branding 2.0 and Kop dicht, mond open Breaking corporate silence, as well as various PROOF dossiers are helping us do this. In each dossier, we tell our own story and look at a few interesting cases. This dossier presents our vision of the inextricable link between reputation, communication and behaviour.
Contents 1. 2. 3. 4. 5. 6. 7. 8. 9. It all starts with behaviour Working on behaviour Values are the foundation Six steps to change Behaviour: getting down to business A good begin is half the battle To measure is to know Examples from the PROOF portfolio Ideas for inspiration
1. It all starts with behaviour KEEPING YOUR PROMISE Organizations are judged by what they do. By their (visible) transactions and good conduct, and, when it comes to service provision, for example, by their styles of leadership or crisis response. A good reputation is like a magnet for current and potential employees, customers, investors and other stakeholders. Whatever you want to radiate to the world outside, you have to live it in your organization first. Working on your reputation therefore starts from within, and a large part of that involves improving your behaviour. That takes time, and it s not something you can do on your own. It demands close cooperation between HR, Internal Communication and Marketing. The top takes the lead. FIVE FACTORS FOR SUCCESS Different studies and experiences show that certain factors are crucial to effecting a successful behavioural change: 1. A GOOD STORY Challenging and appealing, a direction that everyone wants to take. A story that can be communicated clearly and simply. 2. MODEL BEHAVIOUR Change starts at the top. Leaders must be involved and believe in the need for change. They inspire those around them. 3. SPECIFIC TARGET BEHAVIOUR A clear (new) strategy defines actions and priorities. Goals are made concrete and focus on each individual employee, manager or division. 4. SPACE FOR INTERACTION -way communication has the opposite effect. Change in behaviour can only be achieved through open communication, allowing room for discussion. 5. STRONG WORK RELATIONSHIPS A healthy relationship between a leader and an employee is resilient. It can survive challenges.
2. Working on behaviour IDENTITY AND IMAGE Behaviour, symbolism and communication make a company's identity tangible, and therefore catalysts for change as well. Birkigt & Stadler developed a model that reflects the relationship between identity and image. It is still relevant today. behaviour Behaviour is the most important factor in determining a company's identity, but it is also the most difficult to influence. Culture and behaviour are the most static elements of identity; they are hard to change, and only change slowly. symbols personality communication image Behaviour is crucial but also defiant. 80% of change processes fail, giving some indication of how complex behaviour change actually is. Fundamental to success are a company's values, the heart of an organization. identity The corporate identity/corporate image model Birkigt & Stadler (1986) is still valid today.
52 Wij zijn Univé. 53 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 3. Values are the foundation MAKE THEM CONCRETE Values that connect employees with each other provide support and guidance. They back up a company s mission statement and vision, give direction to policies and explain strategic choices. But knowing them isn t enough. Employees need to know where the values come from, why they re there in the first place and how to use them in their daily work. To effect a change in behaviour, values need to be made concrete. So what sort of new and different behaviour is needed to realize external targets? And how can it be translated into words, images and feelings? In an ideal situation, employees themselves adapt these new or redefined values to their own situation so they live and breathe them, and they fit into the organization. EMBED THEM IN THE ORGANIZATION Becoming aware of behaviour begins by embedding the values in the communication architecture. There also needs to be model behaviour from leaders, explicit discussions of the values, and a willingness to confront people with their own behaviour. As well as giving constant attention to the values in all available communication channels. It is also important to incorporate clear agreements on behaviour into assessment systems, HR tools and coaching and feedback sessions. And the values can be made visible in the organization, literally, by displaying them in the reception area, for example, or in the cafeteria and meeting rooms. They need to be WIJ ZIJN UNIVÉ Univé is een organisatie zonder winstoogmerk, gedreven door klant- en ledenbelang. Wij geloven al meer dan 200 jaar in het principe van de coöperatie: mensen die hun krachten bundelen met anderen, om hun dierbaren en hun zaken te kunnen beschermen. Coöperatieve waarden als eerlijk zaken doen en omzien naar elkaar zijn kenmerkend voor Univé. Klanten en leden voelen zich verbonden met Univé, omdat ze zich herkennen in deze waarden. embedded in the fibre of the organization so they become a natural part of it, and employees actually live them: This is how we do things here, this is our code of conduct. In this way an organization actively builds up its own behaviour. Welkom? Wie zijn wij?? Werken aan ons merk doel van de opdracht Als team tijdens het werkoverleg de betekenis van de merkwaarden verwoorden. Benodigdheden Flip-over, post-its en stiften. Tijdsduur 30 minuten tijdens werkoverleg. Voorbereiding Geen. TeamopdrachT 2 Merkwaarden in de praktijk HoofDstUk 1 Wie zijn wij? Dit is onze toekomst Het coöperatieve DNA van Univé zit diep geworteld in onze historie en onze organisatie. Univé is een organisatie zonder winstoogmerk, gedreven door klant- en ledenbelang. Die coöperatieve mentaliteit zit ook geworteld in de mensen die bij Univé werken. Wij hechten aan openheid en eerlijkheid. Wij hechten aan sociale waarden en oprechte interesse in elkaar. Wij geloven dat mensen zelf een verantwoordelijkheid hebben maar dat je ook naar elkaar moet omzien. Uitleg - Schrijf een van de merkwaarden op het midden van een flip-over en vraag aan je teamleden welke beelden of woorden bij hen opkomen als zij aan deze waarde denken. - Schrijf in maximaal vijf minuten alle associaties die je team leden hebben op post-its en plak deze op de flip-over. Het is belangrijk om in deze fase niet kritisch te zijn: alle associaties zijn goed. - Stop na vijf minuten en ga verder met een volgende merkwaarde. - Er zijn nu drie vellen met associaties; voor iedere merkwaarde één vel. Deel samen met je team de associaties per merkwaarde in naar belangrijkheid: de belangrijkste staat bovenaan, de minst belangrijke onderaan. - Daarna laat je vijf minuten lang de teamleden op de indeling reageren. Blijkt er veel discussie te ontstaan, dan neem je natuurlijk langer de tijd. - Hang de flip-over-vellen met de associaties na afloop van het werkoverleg op de afdeling. - Maak een duidelijke foto van de flip-overvellen of maak een kort verslag en stuur deze naar merk&communicatie@unive.nl. Merk & Communicatie deelt jouw ervaringen op intranet met de rest van je collega s. Samen geven we invulling aan ons merk. 8 Wij zijn Univé. 9 Univé uses values to help give substance to its brand.
4. Six steps to change THE POWER OF REPETITION PROOF has identified six steps in achieving a successful behaviour change. They don t need to be implemented in a single, grand approach. Indeed, it is often better to opt for a number of small interventions and use the power of repetition. Top-down involvement and step-by-step communication is a must. 1 FIX Determine internal values for behaviour. If these do not match the brand values, there will be a mismatch (between what is promised, and what is realized). 2 ACKNOWLEDGE The organization acknowledges the importance of values as part of a behaviour change. The values are made concrete in all communication channels. 3 EXPLORE Top management goes into the organization to talk to employees about the (adjusted) strategy, the values and the behaviour that goes with them. 4 RECOGNIZE Employees look at how well their teams behaviour matches the values and what they can do to translate the values into concrete action. 5 COACH Employees look at how well their teams behaviour matches the values and what they can do to translate the values into concrete action. 6 LIVE Employees live the new identity, it can be seen in their behaviour. Whether or not the change was successful can best be measured by the customer experience.
5. Behaviour: getting down to business We differentiate between managers and employees during each step of the change process. Managers always go through the steps first, so they can best guide their teams. But both groups do as much as they can themselves. That way the behaviour change comes from themselves and is not imposed from outside. An active attitude increases the chance of lasting success. And regular assessment is important to see what works and what doesn t so adjustments can be made in time. Each step has its own tailored approach to anchor the behaviour. The other five factors for success will be explicitly taken into account by involving top and middle management in the entire change process, and by supporting the change process with step-by-step communication. 1. FIX In this preparatory phase, employees are involved for the first time in the new direction the organization is taking and the values that are part of it. Through active participation, and suggesting values themselves, employees are motivated and engaged. It brings together the current culture and the new, desired culture. It also increases the chance of a successful behaviour change. Employees can indicate what they are proud of as well as areas for improvement. There are many ways to obtain the values from within the organization: by starting a dialogue about the success stories in the company, using an interactive survey, workshops with employees about what they want to leave behind, take with them, etc. 2. ACKNOWLEDGE During this second step, the key to success lies with top management. They acknowledge the need for behaviour change and formulate concrete targets and values. Here too lies the basis for their own new behaviour they actively look at the significance of the values for the top of the organization. They think about their own model behaviour and how to get employees to acknowledge their need for behaviour change too. In other words: the top thinks hard about how to communicate the aims of change in the clearest possible way, the result they want to achieve and the efforts that need to be made by all employees, including themselves. Internal Communication and HR work closely together in this new phase to synergize and strengthen initiatives. It s an integrated approach. 3. EXPLORE In this step, top management takes the story into all levels of the organization. A personal approach is essential employees are more likely to ask questions and think about the changes required. This is the first opportunity for inspired leadership and model behaviour. HR and Internal Communications work hand-in-hand in this phase too. The step focuses on introducing managers and employees to the change process. They receive
information from various sources and are given the time and space to take it in. In this phase executives are guided by their own managers so they can work with their own teams, inspired and motivated. If necessary they are given a toolkit to help them. It is important that executives think consciously about how best to lead their team. And that they think about what this phase asks of them as leaders after all, they too have just been introduced to the values as well. Support can be provided by, for example, toolkits for work discussions, a values game on intranet and presentations given by managers that explain the changes. 4. RECOGNIZE In this phase employees work actively with their managers to make the values concrete in their own team. A pragmatic approach helps the values come alive and they can be linked to the current issues in a particular team customer focus for example. A company s customer service team could commit to providing even better service for the client. But how can that be measured? It can only really help the customer if the value is translated into concrete actions, such as a customer service team adapting its work schedule so that they can be reached for two extra hours a day. Extra attention is given to the team in this phase; team leaders are coached by their own managers or by (specifically trained) internal coaches. And the role of top management focuses on explaining and clarifying questions and providing support during team discussions. Model behaviour and making yourself available for employees are essential in this phase. This is the moment to start measuring how well employees know the values and to what extent they use them. Questions about targets and strategy, as well as model behaviour, can form part of this assessment. 5. COACH For employees, the change process really gets underway during this coaching phase. Employees and managers both indicate how they will adjust their behaviour to really live the values. A personal, inspired approach makes all the difference here. Employees need to be moved, touched in some way. Only when they recognize the need for change, and are driven to translate their beliefs and feelings into values, will they take the step to change behaviour. This can be a defiant phase, one that demands determined individual coaching from managers. The training process can be linked to an employee s personal development plan. Feedback is part of this. Managers also receive support in this role. Embedding the new behaviour in remuneration and assessment systems is part of this phase. And new behaviour is incorporated into coaching and assessment plans. But it will only be embedded when it has become a standard part of these processes. This is easier said than done; it demands establishing links between existing job profiles, competence systems and the new values. Once these are synergized, the new behaviour can be incorporated into assessment systems.
6. LIVE This last step enables managers and employees to bring the values to life naturally. Clients and other stakeholders recognize the new behaviour the change process is complete. Periodic assessments show where maintenance is needed and where the desired results have been achieved.
6. A good begin is half the battle IT STARTS AT THE TOP The first steps in a change process are decisive. Three to eighteen months of concentrated, focused attention to get the process off the ground, and then embedding the changes in daily work procedures. In this way, the changes seem logical to both managers and employees. And the change process gets the attention it deserves. Directors and managers play the key role here. Model behaviour from them is essential, both during and immediately following a change process. After all, how can employees be motivated if their boss doesn t walk the talk? That s why it s crucial for top management to experience the change process themselves and, ideally, report it in the media. Leaders are then seen to be effective by what they do, not just what they say. Implementing new behaviour doesn t need a lengthy, complicated procedure, but it does need time and attention. Endurance is key and that applies to all levels, from directors to the shop floor, and especially to the employees themselves. It may take a few years before the final result is visible and can be seen in practice.
7. To measure is to know FINGER ON THE PULSE As soon as top management goes into the organization at the Explore phase it becomes more important than ever to periodically measure the results of the change process. Do people know what the change process means? Do they recognize is as something they can work on themselves? Do they know how it impacts their own work procedures? Are they prepared to adapt their behaviour? In how far do their current activities match the new ambition? Do they see their managers displaying model behaviour? A measurement is not about satisfaction, but about involvement. The more personal the results are the better. That way, agreements for individual employees can be made at each phase, such as to bring in extra guidance or coaching, for example. But it also means appropriate communication channels and tools can be introduced. Change behaviour is a customized process. By making it personal, the power of the change within the organization is magnified. TO MEASURE IS TO KNOW Behaviour can be measured in different ways, such as Leuven University s organizational climate index for profit organizations (OKIPO). In his book Identity & Image, Corporate Communication Professor Cees van Riel outlines OKIPO as a measuring instrument that links communication and behaviour. OKIPO classifies organizations according to their climate; a supportive climate, an innovative climate, a climate characterised by respect for rules and regulations, or a climate characterised by a targeted flow of information. A written list of questions establishes which climate most fits a particular organization. This method can be best used to begin the dialogue around internal change procedures. When the method is employed frequently, as a barometer for climate change, it becomes useful and you can say more about a company s organization/ identity policy. Support TARGETED TO INDIVIDUALS Respect for rules FLEXIBILITY CONTROL Innovation C.B.M. van Riel (2010). Identity & image (p.65.) The Hague: Academic Service TARGETED TO THE ORGANISATION Targeted flow of information
Het controleteam: V.l.n.r.: Wim Kuijvenhoven, Ilse Riphagen-Postma en André Koning. Niet op de foto, maar ook in dit team: Leon ten Barge, Caroline Ghironi, Helga Teneggi en Giulia Gerola. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 8. Examples from the PROOF portfolio TEAM SVB TOGETHER, LEARN, DO In 2012, after a process of internal change in a world that was also undergoing radical change politically, economically and demographically, the Sociale Verzekeringsbank (literally the social insurance bank ) came up with its strategy for 2014-2016. The new strategy includes tough targets to make sure the Sociale Verzekeringsbank (SVB) is ready for the future. A future in which it is the Netherlands numberone administrator of payments for care provision and social security. The SVB also has to function with fewer employees. To achieve its ambition its employees need to work together better and more efficiently. Under the title, Team SVB - Together, Learn, Do, the organization stimulates its employees to do this, and to share more, making sure they actively participate in reaching its targets. During a special management day, SVB executives are shown where SVB is heading, and how it will get there. They are introduced to Team SVB Together, Learn, Do, and go to work straight away. The Board of Directors and other top managers take a roadshow to all SVB locations, informing employees and telling them what they will be expected to contribute. Employees can study the information in a special newspaper, and a toolkit helps managers carry out special assignments with their teams, as well as collect jewels of stories, which translate the strategy into behaviour and play a central role in internal communication channels. Top managers take roadshows to all SVB locations to inform employees about the new strategy. Team SVB SAMEN LEREN DOEN OP CONTROLE IN ITALIË STRATEGIE Speciale editie voor medewerkers van de SVB Ilse Riphagen-Postma reisde samen met zes collega s naar Italië om te controleren of klanten daar nog steeds recht hebben Team op hun AOW of Anw. SVB 02 04 04 08 Samen DE UITDAGINGEN Nicoly Vermeulen en Wat gaan we Ronald Barendse over de Leren VAN DE toekomst van de SVB 2014-2016 } SAMEN Omdat ik Italiaans heb gestudeerd, vroeg mijn manager of ik in Italië het controleteam wilde ondersteunen. Met vier Italiaanssprekende collega s reisde ik naar Rome, samen met de mannen van het Controleteam Buitenland, André, Leon en Wim. In duo s bezochten we klanten thuis; bij Nederlanders voerden zij het woord en bij Italiaanse klanten deden wij de gesprekken of we vertaalden. Na lange dagen kwamen we s avonds samen om de dag door te spreken met een goed bord pasta. } LEREN Het is echt heel anders om mensen thuis te ontmoeten. Als het niet in de haak is, word je direct geconfronteerd met spanningen en emoties. Leg maar eens aan een Italiaan uit dat hij gekort wordt op zijn AOW omdat hij met zijn zieke broer samenwoont. In Italië zijn familiebanden veel sterker en zorg is anders geregeld. Mijn collega s gaven mij veel vertrouwen: Ga het maar gewoon doen. Na afloop kreeg ik goede feedback van hen. Erg leerzaam en leuk dat ik mijn studie Italiaans kon combineren met mijn werk. } DOEN Heel spannend vond ik het. Ik was niet eerder mee geweest met de buitendienstbezoeken. Zou mijn Italiaans echt goed genoeg zijn? Nadat ik mijn cv naar André had gemaild, belde hij me voor een kennismakingsgesprek. Op basis van dat gesprek mocht ik mee. Wat wil doen in 2014? DIRECTIERAAD richtlijnen de klant? Doen interne communicatiestijl
50% 50% 50% 50% 50% 50% 50%50% 50% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 NATIONALE-NEDERLANDEN: 0-100% ONE In the shift to a new organization, there are some things you definitely want to take with you, and there are elements you d rather leave behind. The Nationale- Nederlanden employee programme 0-100% asks three questions: What will you take with you? (100% ); Where are we on the right track? (50% ); and what do we absolutely need to leave behind (0%)? These stimulate employees to think about what they want from the new organization. The most important results are communicated through the different communication media. Issues are resolved with appropriate departments. I know the principles exist: 99% The principles appeal to me personally: 94% Nationale-Nederlanden continues to embed the principles throughout the organization and they can also be found in job profiles and appraisals. Op expeditie Op expeditie Op expeditie Principles workshops To make sure attitudes and behaviour are in line with the four principles, Principle workshops are held for team leaders and employees. Workshops are given by teams own leaders, aided by supportive material. principle is handled per workshop; team sessions have already taken place. Employees indicate: Klaar voor het nieuwe Nationale-Nederlanden? Plak een sticker op wat al helemaal past bij het nieuwe Nationale-Nederlanden (100% ) 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 50% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%... waar we nog aan moeten werken (50% )... 50% 50% 50% 50% 50% 50% 50% 50% 50% 100% 50% 50% 50%...en wat we achter willen laten (0% ). 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 100% 0% 0% 0%
DLL De Lage Landen (DLL), a financial services provider, operates all over the world. Over the last few years DLL has grown into one of the world s largest organizations in the field of leasing. Hence the move towards becoming a high-performing DLL Network organization, shifting from a local-matrix organization to an integrated DLL country-organization. Its ambition is that all its customers, spread over 38 countries, enjoy the same excellent service. In 2012, to achieve that ambition, management developed a focused strategy for 2013 2016. Crucial to achieving that ambition is that all employees know where DLL is heading, and what each employee can contribute. To clarify what that contribution could be, values are formulated in workshops held with all employees. Values to be embedded across the organization: Everything I do, I do with passion You can count on me Together we can make things happen Developing starts with me The values are closely linked to the strategy and to employees behaviour. To strengthen that link, concrete qualities are defined. The strategy and values are shared with all DLL managers through meetings and newsletters. They are encouraged to share the story with their colleagues. The strategy and values are key drivers in all leadership programmes and team sessions. WWW.DELAGELANDEN.COM Everything I do, I do with passion I have a can-do attitude I always bring my best to work I drive things forward WWW.DELAGELANDEN.COM Everything I do, I do with passion I have a can-do attitude I always bring my best to work I drive things forward You can count on me I am open and genuine I mean and do what I say I am honest and respectful WWW.DELAGELANDEN.COM Everything I do, I do with passion I have a can-do attitude I always bring my best to work I drive things forward You can count on me I am open and genuine I mean and do what I say I am honest and respectful Together we make things happen I share my skills and knowledge I listen to understand your perspective I make my world more connected WWW.DELAGELANDEN.COM Everything I do, I do with passion I have a can-do attitude I always bring my best to work I drive things forward You can count on me I am open and genuine I mean and do what I say I am honest and respectful Together we make things happen I share my skills and knowledge I listen to understand your perspective I make my world more connected Developing starts with me I take charge of my own development I help others develop and progress I am keen to help the organization evolve You can count on me I am open and genuine I mean and do what I say I am honest and respectful Together we make things happen I share my skills and knowledge I listen to understand your perspective I make my world more connected Developing starts with me I take charge of my own development I help others develop and progress I am keen to help the organization evolve Together we make things happen Developing starts with me I share my skills and knowledge I take charge of my own development I listen to understand your perspective I help others develop and progress I make my world more connected I am keen to help the organization evolve Developing starts with me I take charge of my own development I help others develop and progress
9. For inspiration APPLE IS STEVE JOBS The people who are crazy enough to think they can change the world are the ones who do, believed Steve Jobs, the late CEO of Apple. Steve Jobs s influence on the world-famous brand is model behaviour and then some. Apple is Steve Jobs. His mindset, perfectionism and constant drive to innovate have become second nature to everyone who works at Apple. According to analysts we don t need to worry about the future of Apple without Steve Jobs as its inspiring leader. The company has been created in his image. MARS SAYS THANK YOU Mars upholds five principles that guide every action it takes. The most eye-catching is reciprocity exchanging things with others for mutual benefit. Mars explicitly wants to thank and reward its employees when they make a difference to the company. of the ways it does this is with its annual Make the difference award. The team that develops the most creative or sustainable innovation is rewarded by having it implemented directly. such innovation is Green Order. Mars Netherlands measures the CO 2 emissions on each order and prints it on the delivery note, promoting smart and sustainable ordering behaviour. In 2010 Mars was credited as being a Great Place to Work ZAPPOS: WORK HARD, PLAY HARD Super service for every customer. At Zappos that s more than just a promise. The largest online shoe shop has the most satisfied customers in the world. Its secret? According to Zappos, it s its ten core values, sworn by every employee. They are the foundation of its culture, strategy, brand and team spirit, and can be seen, felt and heard in every aspect of the organization. A mix of fun, ambition and creation. Their main aim? To have a wow effect on the customer.
Want to know more? The relatively new field of brand and reputation management is dynamic. We firmly believe that embedding new behaviour in an organization is the key to success during change processes. And the way we look at reputation and behaviour is constantly changing as we build up more hands-on experience. Do you want to know more about our most recent insights? Call Bea Arnoutse, PROOF s Managing Partner, who will be happy to help. Tel: +31 (0)20 5213980 or +31 (0)6 21844402
Whatever it takes to tell a great story 2015