engagement programs

Creating leadership engagement programs for all your people

One of our key roles is to ensure that the leaders communicate the start of a vision and elicit the creative force of the organisation to make that vision come alive at all levels.

 'Never doubt that a small group of committed citizens can change the world. Indeed, it is the only thing that ever has.'—Margaret Mead

It goes almost without saying that the organisation does look upwards to the leadership to get its strongest and most influential cues about the expected behaviour. It is a critical component of any cultural development plan or transition project that an organisation’s leadership translates its values into tangible behaviours and cements its commitment to changing behaviours that do not support the values.

With many organisations facing significant growth, a merger and/or acquisition or simply destructive cultures, Mettle implements specific types of engagement programs to reinforce an organisations values and associated translated behaviours. The programs are a symbol of the care for the employees’ emotions that a company may want to show.

The objectives and outcomes of engagement programs include:

• Aligning the people, culture and values more closely with the strategy of the organisation and its execution for each team and individual
• Seeing leaders living and leading the values of the organisation consistently
• Aligning the people’s individual values with the organisational values
• Creating a clear understanding of and commitment to the importance of how values will delver business success
• Creating an environment where people are prepared to call behaviours that are not aligned to the values and where this approach is considered to be constructive

Measurements of the success of Mettle’s engagement programs include:

• Better results in employee opinions and pulse check surveys, particularly showing leaders who are 'walking the talk'
• Employee turnover of those the organisation to stay at reduced levels
• No-one (regardless of level) staying more than six months who does not live the values
• Cultural audits (qualitative and quantitative) of how well the messages are being communicated and adhered to, and what behaviour is expected under each value, through implementing the Mettle Culture Gauge