Read our latest thoughts on measurement
Being a researcher gives me a unique insight into the trends, behaviours and possibilities which are coming and will affect all aspects of peoples’ work, lives and organisations. I spent much of last year looking at how large organisations contract and deliver services and it is the insights from the numerous projects The Halo Works completed in this field which make up these thoughts about the coming trends.
I regularly run workshops around designing, refining and understanding measures. Through these, I meet organisations which encompass the whole spectrum; ranging from those which are strongly values led, they tend to drive a positive culture, to organisations that are more scattered, trying to meet numerous targets, often with variable success. These differences demonstrate how vital it is that an organisation’s measures are right.
There are two clear equations at play when aligning measures and culture, but it doesn’t matter where an organisation starts from; it’s still straightforward to get to the best end result. Continue reading
When we thought customer satisfaction or net promoter (likelihood to recommend) were the most important scores, life was simple, and often this was all that is asked. However, we have found that neither of these measures actually drives better service or greater profit or efficiency. We know it is trust and confidence which do, so how do we measure these?
A culture dashboard is a trendy name for something any organisation, that is keen to understand the effect their behaviour has on their people and users, should think about implementing. It is straightforward to do and will give insights, which will enable the leadership team to understand why things happen rather than just that they “have”.
I think there are just three things to measure for a culture dashboard. They are: Trust, Joy and Resilience, here is why. Continue reading
At Halo we specialise in why people do what they do, which means that for the last twenty five years I have studied the effect on people of hundreds of different scenarios, communication methods and services of every description. Conversations drive how people feel and therefore what they do and I have seen how four different emotions in conversation affects behaviours. These four emotions operate in a hierarchy starting with, empathy. In each example the speaker is the person with the “issue” and the listener the person receiving the “issue”.
We have never been exponents of the smiley face versions of questionnaires but we are interested in understanding human emotions and with happiness being a primary emotion, we wanted to investigate how to design that in to organisations. We think we know how and it is easier than one might think.
Whenever I interview really senior people in large organisations I am generally struck by their humility. Indeed the more successful the individual generally the more humility they will have, but how could those behaviours be emulated by everyone?
Our work is really all about people. We specialise in people because they are the ones who make stuff work or not. There is plenty of material about leadership, all good, but this might not the best position for every person. So this piece is about all of the three positions mentioned in the title.