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Bright Sparks
Building a Culture of Change Agents
Disruption and innovation are both about change, but it’s disruption when change happens to you and innovation when you create the change yourself. The teams and organisations that will succeed in the future are those who create a culture that welcomes and embraces everyday innovation.
This short self-assessment tool will help you identify your strengths and potential weaknesses in building a culture of change, innovation, and possibility thinkers.
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We’re clear about the real problems we solve for customers
If your team doesn't deal directly with external customers, you will still have internal customers.
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People say their day-to-day work is meaningful
Not everything we do has to be inspirational and meaningful, but overall do people think they are contributing in a meaningful way?
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We welcome change and look for the opportunities it brings
Do people look forward to change or actively resist it?
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We regularly explore ways to connect outside ideas to our work
For example, do you regularly invite team members to share interesting things they have seen outside the workplace?
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We respect expertise and experience, not just positional authority
For example: Young people have different experiences and expertise, so do women, so do migrants, so do gay people, so do people with 'gaps' in their CV, etc.
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We embrace and encourage diversity at all levels of the organisation
Do your teams - including the senior leadership - truly reflect the diversity (age, ethnic, gender, sexual orientation, etc.) of your customers and society?
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We encourage people to build, nurture, and grow their professional and personal networks
The wider their networks, the more they will be exposed to new ideas.
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We encourage reverse mentoring
With reverse mentoring, the more junior person mentors the more senior person.
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We respect everybody’s voice and opinion
... as opposed to deferring to the most senior, loudest, or highest-paid people.
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Leaders share information with their people, even if it's 'above their pay grade'
Not everything needs to be shared, but not everything should be held back, either.
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We trust people to make judgement calls, and support them when they do
When there are no rules, policies, or processes in place, are people trusted to make judgement calls? Or are they forced to check in with their manager every time?
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When we delegate work, we also delegate authority
Do people truly have the authority to get stuff done, or does everything need approval and sign-off from their boss?
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We build habits that encourage change and innovation
Unless innovation and change are baked into everyday operations, it's too easy for them to be forgotten or neglected.
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For challenging projects, we measure (and reward) progress, not just outcomes
When tackling change and innovation, it's not always easy to measure how close you are to the outcome. It's better to measure progress, lessons learned, etc.
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