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💡 Today' post was inspired by McKinsey & Company's article, "Five bold moves to quickly transform your organization's culture."
In an era when flexible employment options are increasingly popular, it's not the location but values and behaviors that unite people into a team. Therefore, organizational culture today requires more than just good intentions - it needs a strategy.
✔️ Don't just tell, but also show
Leaders should actively demonstrate the desired changes, presenting new ideas and best practices to inspire employees to act.
✔️ Don't assign - engage
Instead of imposing change, it's worth encouraging employees to voluntarily participate in the transformation, which increases their engagement and responsibility.
✔️Implement Change – Comprehensively
Introduce new rituals and regularly update employee roles to align with the organization's strategy.
✔️ Support
Identyfikuj i wspieraj nieformalnych liderów, którzy mogą wpływać na innych i przyspieszać proces zmian.
✔️ Appreciate
Value individual employee experiences and tailor your approach to their needs to increase engagement and loyalty.
These actions help build an organizational culture that fosters commitment.
In the context of body leasing, or hiring external specialists, these five steps are crucial:
✔️ Showing, rather than telling, helps new team members quickly understand expectations and work standards.
✔️ Engaging, rather than assigning, encourages specialists to actively participate in projects, which increases their motivation.
✔️Comprehensive change implementation ensures consistency in team activities, regardless of the source of employees' employment.
✔️ Utilizing the potential of informal leaders supports the integration of new team members.
✔️ Considering individual needs helps create a work environment that fosters engagement and effectiveness, even for temporary employees.
Implementing these steps in organizations using body leasing in digital marketing can lead to better team integration, higher quality work, and increased project efficiency.
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