27 May, 2018

What a great place to work!

Let me create a vision for you. You walk into the office and the team are inspired, fired up and raring to go. Together you are driving your business forward and there is motivation and excitement across the whole organisation. People love to work here and they stay far longer than the average for your sector. When someone does move on, there are applicants lining up and you get you pick of the best candidates in the market.

It’s a great vision isn’t it.


Do you believe in it? Do you think that is a culture you could create within your own organisation? Is it a goal you have set yourself as a business? 

Organisations who have a vision like this are in the minority. Most think it is a pipe dream – that people come to work because they must, not because they love it so there is no point in trying to set impossible targets.

It is such a pity that so many think that way because, as I have discovered with the work I’ve done with people, team and organisations all over the world, you get what you picture.

If your ambition was to have a culture like the one above, if you made all your decisions with that aim in mind, how different would those decisions be?


That minority of companies who have goals around creating a great place to work are, unsurprisingly, achieving just that. And they all have certain things in common.

  • Their vision for the organisation is clear and everyone understands how they fit. People understand the role they place and how what they do adds value. They know that they are important and have a part to play – and they respect the part that everyone else has to play too.
  • They are committed to helping everyone to develop and grow and to be their best every day. They see every aspects of the individual’s life as being important – health, family and values, as well as work.
  • They tackle the difficult challenges head on. Organisations who want to be a great place to work take a pro-active approach to issues such as the gender pay gap and work-based stress. They do more than just recognise them as issues, too. In these organisation there isn’t a ‘Mental Health Awareness day.’ There is ongoing activity every day.
  • They involve everyone in change. When a significant change is coming, they invest time and energy in explaining how the change will affect everyone and involves everyone in making it happen.
  • They use straightforward, honest language rather than vacuous ‘corporate-speak.’ Everyone understands what is going on and don’t feel that there is a language barrier between ‘them’ and ‘us.’
  • They listen, and respond to their teams as an ongoing dialogue, rather than having an annual ‘performance management’ tick-box exercise. People know how they are doing and are supported to get better every day not just from time to time.

Not one of the initiatives described above are all that difficult. They certainly aren’t impossible and, if put in place, make a radical difference to how the workplace feels.

So, what’s stopping you? 


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