To help the Ministerial and Parliamentary Branch negate the effects of its sub-optimal culture, exacerbated by the impact of COVID-19 on the Branch and its teams, The Being Group was tasked to help foster improvement.
Focusing on strategy, culture, change, collaboration and communication, we performed an intervention to enhance how teams work and operate. This involved developing a strategy for improving the Branch holistically, and doing it in a way that modelled the culture the Branch aspired to. This was achieved through a modular process comprising three components.
Team health and performance audit interviews were held with ten EL1s and all five EL2s, as well as a cross section of other members and stakeholders. These interviews were structured to gather as much information as possible about the Branch, including pain-points, areas for improvement and practical suggestions. The interviews also constructively explored behaviours by all parties contributing to the culture state.
In addition to interviews, focus groups were conducted with all other members of the Branch. These groups combined structured and unstructured stages to gather as much quality information as possible, unpacking both positives and negatives.
To guide the Branch through the culture development process, we facilitated EL sessions totalling fourteen hours of contact time to develop individual practical leadership capabilities. These were sophisticated sessions, based on the findings of component one, a Cognitive Behaviour Change approach, change strategy and our extensive methodology in helping teams improve their culture and collaboration.
To support the effective implementation of the culture change agenda, we provided coaching-style follow-up sessions focused on difficulties experienced and pragmatic solutions for the inevitable challenges of rebuilding the team.