n
4bed10d7-3915-f48a-3dc5-7e7582b56daf.mp3
00:00:00,000 [Music] Well, today I am absolutely delighted to welcome back for
another set of punishment for Colin Ellis. There’s a third time it’s been on the show. Colin is
00:00:15,720 one of the world’s foremost authorities on workplace culture. He’s a
global workplace culture expert sought after by organizations around
the world to help build vibrant high-performing cultures and he’s an author of full box culture
00:00:31,120 fix how to create a great work, I need new glasses and we’ve got him
on how to create a great place to work and award winning project book
the complete guide to consistently delivering great projects. He’s a regular
00:00:46,400 speaker at conferences and events around the world and has featured in media outlets such as Harvard Business Reviews, Sky News and the
BBC and he’s latest book which is going to talk to us a little bit about today is detox your
00:00:57,920 culture, deliver results, retain staff and strengthen your organization’s
reputation and it’s literally out last month, that’s what picture of him
stood by a sign recently so I know there’s evidence there. He takes a highly
00:01:10,760 successful and unique approach to culture, building by teaching employees how to build and evolve it themselves and today he’s
worked with almost a hundred different cultures in almost 20 different countries from Red Bull in
00:01:23,400 Austria to the US House of Representatives to the Dutch Olympic team
and IAG insurance in Australia. That’s a long intro calling welcome to
the show. That’s longer than the podcast and I do. Thanks for having me, I hope you enjoyed it. Goodbye.
00:01:38,840 Yes, thank you again for coming on again. For those who may not have heard you on the show before, have very dear listeners you should
have. Tell us a little bit about your background, I think something might have picked up an accent there. Yes, a little bit
00:01:56,360 of an accent. Yeah, it’s like Peter K. Or Parkinson, your Parkinson, by
the way, I’ll be Peter K for this. As long as you know, I’m, what’s the
name of Oliver Reed? Yeah, no, not Oliver. I’ve had by time as Oliver Reed but definitely not now when I was a
00:02:12,040 lot longer growing up in the mean streets of Liverpool, although somebody accused me last week of not having a proper Scouse accent
but that’s what happens when you live outside Liverpool for 17 years, you know, especially in Australia,
00:02:25,040 they beat it out of you. So a little bit of background, a little bit of
background, I mean, just on a 50 minute intro. So I’ll tell you where my
interest in team work arises from and this is something that we talked about in a previous podcast is my first managerial role
00:02:42,480 was as a project manager for year 2000 projects and at that stage my remit was to build what we would now call a high performing team to
deliver year 2000 projects over a three year period. I was working for what was then the Trinity newspaper group. And so I became
00:03:00,560 really interested in how do we build these really great team cultures in order to deliver and, you know, as I’ve talked about in previous
podcasts, I really wanted to master the our project management, which for me was all about leadership, culture, methods, but a lot
00:03:17,920 of the emphasis was on the method. And so, you know, kind of over
time, we moved to, we re-emigrated to New Zealand in 2007. I took up a public service senior management role in 2007, had not project departments moved to Australia in 2013 to, to head of projects
00:03:36,160 and government there as well. And I’ve been working for myself in
either for the last eight years, I mean, you just mentioned all of the
people that I’ve worked for in the countries that I’ve worked in, which has probably only happened in the last six years to be honest,
00:03:46,760 because Cook’s is one of those things that people love talking about,
but they don’t actually really invest in it that much, other than sending
everyone on a diversity equity and inclusion, training program ever now and again. So, yes, so I’m, you know, I’m in London at the minute,
00:04:01,560 this is where we’re in the process of moving back to the UK, because
this is where our kids want to study. And you’re, as you said, I just launched the new book, so that you got a little bit about it.
00:04:10,400 What’s the name? So, obviously you’ve given three books on culture, 00:04:20,400 two books on culture before. So, why do we need another one?
Yeah, actually this is a fourth, so, it’s just before, the first, you know, the
first book I wrote on culture, I, I wanted to buy a book that told me how
to build a really great team and there wasn’t one. There was some good culture books, I’ll get me wrong, there
00:04:36,960 was the culture code by Daniel Coyle, there was the culture map by Erin Mayer, but there was no how-to guide. And so, I decided that I
would write one, you know, I would deconstruct culture. So, that was
my first book. The second book then was all about, well, here’s some
00:04:53,800 little hacks that people can use, you know, because people often find it
hard to do culture and they’ll say it’s to culture, culture changes too
hard. So, I just did like, you know, a different hack every fortnight from changing your email to running an off-site. The third
00:05:09,160 one was all about hybrid work, kind of post-COVID or during COVID,
and when I was just flat out busy helping organisations to redefine their cultures. And so, I kind of solarised how to build a great hybrid
workplace, and this one is, is all about how to avoid kind of slipping into
00:05:27,760 a toxic culture because it’s never been more popular in the media, toxic
culture. So, I really want to help organisations to avoid it because not
only does it have a massive impact on human life, you know, and I’ve worked with organisations where people have committed suicide,
00:05:41,240 unfortunately. But also, it has a massive impact on company results. So, you think, you think senior leaders would want to do something about it. So, I provide some, you know, kind of case studies, some examples of things that have gone wrong, but also it’s a real risk management
00:05:55,840 book I like to think, you know, is here’s a bunch of things that if you do
these things, you’ll avoid the conditions for toxicity. Well, I think, I
suppose it’s thinking of people who are kind of cultures, kind of, what
00:06:12,680 can I do about it? I can’t do anything about it. I’m a project manager in a team, maybe I’m portfolio director of programme manager, I’m in an organisation that’s several thousand people. I’ve got a team of 20 people here, I can’t do anything about that board. But I know
00:06:27,920 obviously culture is kind of bottom up in some ways, but what do you, if
I said to you, how do you define culture in the context of what we’re
talking about, what would you say it is? Because obviously culture can be, yeah, country can have a certain culture, and then, you can
00:06:49,080 agree with in there can have a certain culture. What do you, what? In
your context, in industrial business, what do you define that as all? How
would you describe it? So I was describing culture as a day to day lived experiences of employees. Now those
00:07:04,720 employees, as you rightly say, could be working on a project Nigel, they
could be working in a country, they could be working in headquarters,
they could be working for HR, they could be engineers in the field, they could be a football team, all of whom I’ve worked with.
00:07:18,600 And I think what we try and do, and culture by the way is 100% ground up, and work organizations often get it wrong is by trying to make culture pop down. And so if leaders tell us what the culture is, it
immediately disempowers us, it erodes the sense of belonging because
00:07:36,720 people are telling us what it is, rather than encouraging us to define
how it should be. And so if you’re a project manager, if you’re any kind
of manager, culture is the thing that you will become known for. Now I recognize this in 1997 and it was down to the fact that
00:07:57,800 a really good boss, you know, he said to me, he said the way that we
deliver these projects is by working as a team, which is kind of standard
for what everybody is told as a manager. And then he said, and it’s your job to work with them to define what that looks like. And
00:08:14,520 they were his words. Now this is my first managerial job. I did most
managers. I didn’t have a clue what I was doing. You know, I now run a basic management program because organizations are still rubbish at this. But I didn’t have a clue how to be a manager. But that stuck
00:08:28,000 in my head. Oh, it’s up to me, it’s up to me to make sure that I work with
the team so that we can define what that culture looks like. And you
have certain guardrails. So for example, now you have a set of values. And there are things that you have to link it to.
00:08:45,040 There are certain policies, particularly around things like diversity, equity
and inclusion. You want to make sure you’re saying the right things and
doing the right things by people. You want to acknowledge the kind of neurodiverse nature of our work, for example. So this is
00:08:59,200 part of the management education. But actually as a team, if you come
together and define how you want to work, then immediately there’s a
sense of responsibility for it. So everybody wants to pitch in, everybody wants to safeguard it. You know, I worked with a pharmaceutical
00:09:13,000 team recently. And I’d worked with another team in their organization
who’s engagement score had gone up 30 to 27%. 27%. I think it was in less than three months. And they were like, well, we want to do
whatever they did. And so, you know, my job is to facilitate a process
00:09:29,680 whereby they make agreements with each other. And then when they
leave the room, they’ll pull those agreements. It sounds simple. It’s
really complicated, not a lot, obviously. But it’s a simple process during the two days. And their engagement score went up 10%. And
00:09:43,600 I was talking to the senior management recently. She was like, said, I
only just realised after she said about three weeks afterwards, I’m not
telling anybody anymore that we have to be better as a team. She said, if anything, they’re telling me and my leadership team,
00:09:58,760 all of the great stuff that we’ve done that we should do too. So I think
that’s the nature of culture. You know, it is ground up, but it is, it’s what managers will be known for providing they do it in the right way.
00:10:10,640 It’s interesting. It’s just one of those things. I’ve heard the phrase before now is your reputation is what people say about you when you’re not
there. And it kind of, it makes me think of that in the fact that, if your team behave autonomously without a manager
00:10:30,880 there, without that director, but have that principles. And we may have
talked about this before the Southwest Airlines. I must have mined the book. Forget the guy’s name. The book, that book about the way that they approached empowerment with their team and the fact that
00:10:52,360 they could go out. And another one I listened to recently was an
interview with the guy who started Pratt, and very early on one of the
things they wanted to dig a, was to disable anyone can give someone a
free coffee, whatever at one point is kind of what, give them a free
00:11:10,240 coffee, give them a muffin, give them a whatever, whatever. And you
don’t need a reason too. If a customer comes in and looks at give them coffee, make their experience better, because you had independent managers who would have directed to be achieved goals, achieved targets,
00:11:27,400 profit margins, or whatever, they kind of stopped people doing it. And
they got to the point where they had to get a button on the till square,
the staff who gave some away pressed the button, and then they would see and they built, go to these managers and say, well, you’re
00:11:41,000 not giving away stuff. Why aren’t you giving away stuff? Because otherwise they didn’t know. And in order to help them build that
experience, that kind of, I wonder whether that’s a, that feels like a, a
cultural thing as well as about change, getting enabling the individual
00:11:59,120 on the shop floor to engage with the customer in a way that they wouldn’t do otherwise, unless you told them they could do. And that
would be expected of. Yeah, you know, I just, I just sort of blogged a little about, I went to Ronnie Scott’s Jazz
00:12:14,240 Bar in London for my birthday recently. And the experience that they
provided towards as a customer was a masterclass in culture. And so I captured all of these things. And I always talk about the fact that inspiration for employee culture lives everywhere. And I think
00:12:32,000 if there’s one, not that I want people to stop listening to this podcast
right now, but if there’s one lesson or one, or one, one thing I want people to take away from this is that you really have autonomy over your culture, not, notwithstanding the guardrails, the
00:12:46,520 values and, you know, whatever’s been defined that you have to work
towards. But you really have this opportunity to define the experience. And it’s what I became known for, you know, when we immigrated to New Zealand in 2007, I remember my, my, my boss in New Zealand, I was working
00:13:01,600 for a state on enterprise. He’s sacked his entire leadership team. And
he brought a bunch of us in. He’s like, I want something different. I want
something different. I remember after three months, he said to me, he’s like, Colin, remember we had the conversation when we started.
00:13:14,160 And I said, I wanted something different. I was like, yeah, Jim, he was
like, I just wasn’t expecting it to be this different. And I, you know, me
and my team, we just agreed to do some, just stuff that people weren’t doing in government. You know, he said, oh, am I paying?
00:13:29,480 I’m like, no, it’s just, it’s taxpayer paying. No. He’s like, why are you
going go-cart in on a, you know, a Monday afternoon? I’m like, because we had a really good week last week. We want to celebrate success. And I’m paying for the team to do something a bit of a
00:13:42,840 drenneling. And the team had decided that that’s what they wanted to
do. I wasn’t telling them. And he said, can I come? I was like, no, it’s a
celebration of all the team. But, but, but, but I would only do that if, you know, if we were achieving our targets. And at that time,
00:13:59,520 you know, the previous year, we delivered the company delivered 47%
of projects on time to budget. And we transformed that in a year to 76%
and there’s someone who works in projects. You know, it’s really hard to deliver a portfolio or projects on time to budget three quarters
00:14:14,480 of them when the conditions change so frequently. And we were in a
telecommunication, so it’s changing all the time. But we just did little
things. We did gratitude days before they would even became a thing. We found different ways to use technology. We didn’t deemail each
00:14:28,920 other. That was the day of black breeze, the black breeze were a thing.
I had a fruit bowl and made people put their phones in fruit bowls so
they wouldn’t check them. It’s in 2007. People still aren’t doing this now. So all of those little things, no, I told all of these things
00:14:43,680 contribute to the culture. And you’re absolutely right. Culture is what
people say about you when you’re not in the room. Also, cultures, what happens when you’re not then. I think my proudest moment as a manager was when I found out about, found out about an issue
00:14:58,520 in the team maybe three weeks after it had occurred. So I mentioned
something. I kind of looked at them quizzically. I’m like, what you’re
talking about is like, oh, you don’t need to worry about it. We dealt with it. We didn’t need to get you involved. And you know, what they
00:15:11,200 did, my team was they held each other to account. We had really high performance standards. You never have to shout, never have to bowl, never have to raise your voice because we just knew what we wanted
to get done. And we set the bar really high and jumped over it pretty
00:15:24,760 much every time. It’s interesting because that holding each other to
account and I find it quite difficult with high performing examples for
teams where I’m in an organization where I’m an out of working multiple different organizations. And there are people there who are
00:15:45,440 really passionate about the organization. There are people there who
are okay, they like the organization, enjoy working there. There are
people who are just transitional for them. And there’s the odd person who doesn’t like being there. And I suppose it’s similar, but
00:15:58,920 you kind of look at sports teams and then you’ll have all military groups
that work together to sell something amazing or all of this. And there’s a
big disaster when people come together. And sometimes they sit there, they’re like, it’s, it’s, that shared goal or like football teams.
00:16:20,320 I’m down the road from mix, I’m obviously rick, some at the moment I’ve
got a culture there that’s being created by that team. And you watch
those teams, they’ve got that shared goal and it’s really clear what that shared goal is, win this game. And you will see the situation
00:16:41,440 I think where you will have team members absolutely ripping into someone else on the pitch. And I’ve listened to a couple of sports
people talking about the fact, but yeah, but that’s fine on the pitch. And that’s what we do because you’re holding that person to account for them
00:16:59,040 making a mistake, selling you a bad pass or not doing what they should
position or whatever. And, but it’s that ability to hold each other to
account and move forward. And I find it more difficult to translate that kind of thing into an office scenario where you’re delivering
00:17:17,840 a project and it’s going to happen and it’s not particularly exciting. It’s
not, you know, I mean, it’s not, you can imagine getting excited about
trying to win a football game and get a promotion. You try it. See how in, engaging it can be, though maybe it’s me, maybe
00:17:38,440 I’m not pulling there, but for doing something in a military sense or
emergency services, no sort of things. There’s a shared goal of getting
done and you just get, you get it done and you all pull it. It, this less intensity in the office environment is there to the implications
00:17:58,960 of someone not doing something on time is much smaller and therefore
more likely to happen. I just think about how you, how do you translate
that? Like performance culture in that is, in an easier environment in my mind because you’ve got a golden ticket of, we’ve got to win
00:18:19,240 the game at all costs. That’s, that’s, that’s, that’s, that’s the win the game at all costs. How do you translate, how do you move those
between organizations that are fairly straightforward paper, paper, mail company selling paper? Yes.
00:18:33,960 Yeah, I’ve done the bit. Yeah, just remember in the office, that’s why that was immediately in my mind, if you wanted the US, I’m talking
about paper. Yes, which I’m talking about, can you tell you all that stuff? And it’s just like that, that’s, that kind of popped into me as
00:18:48,440 being a tangential one. So what, I, I, somebody asked me an interview
on today, I told how to prepare for podcasts and speeches. I said, I
always watch comedy. It just puts me in the right frame of mind. High performance, right? Let’s, let’s
00:19:01,480 talk about high performance. High performance is what you make it.
And for me, there’s no distinction between Manchester City, Rexon, or a project delivering, I don’t know, a new switch in the far north of
Scotland, right? Let’s say there’s a team of six people working on that. My
00:19:19,760 brother’s an infrastructure engineer, so I’m giving him a little mention
that. It’s, it’s about what you make it. And, and I think the, the work is, is often as mundane as the people around you. And so when you actually take the time to build something that you’re
00:19:36,920 excited to be part of, now when I say excited, I mean, there’ll be, there’ll
be planning a skeptical cynical people on the, on the podcast, no doubt
saying, oh, well, how do you get excited about work? Well, you know, we spend a third of our lives with the people
00:19:49,720 that we work with. So why wouldn’t you try and create the conditions for
success? You know, I did, my biggest client is probably Red Bull. The
drinks company mentioned them there in, in Austria. You know, we, one of, one of the projects I worked with them last year
00:20:05,680 was to actually, because they wanted something different, right? I think often what we do within our workplaces is we do the same thing over and over again, but we expect a different result right? That whole
definition of insanity. And when I work with Red Bull, you know, the,
00:20:20,560 the remit from the CEO of Red Bull was, we want people to think about,
culturally, definitely we want them to talk about it. Definitely, we want
them to take the excitement back to the office with them. So we brought like a hundred people together in Austria, you know, and
00:20:33,400 I, you know, I worked with the learn and the global learning development team who are awesome and we designed this program,
which I then delivered about getting people excited about culture. And I was speaking to, I was speaking to one of the general managers recently, and
00:20:46,080 he said, we still love talking about culture. He’s like, even, you know, even though we’re coming to work and you’ve got people working on
brand and marketing and sales and people are out driving minis, giving cams of Red Bull, people are excited about what they can co-create
00:21:02,320 together to actually get the work done. And so, you know, I, I, I spoke to
a former teammate of mine recently. She’s, she’s got her own podcast.
She was like, Oh my God, she’s like, I used to love our work together. And it was awesome. And all we did was just random little
00:21:19,800 things Nigel, to get people excited about our interactions on a
day-to-day basis. Now, often people will say, Oh, well, COVID changed
a lot. Hybrid work changed a lot. It only changed it for the people who liked creativity. It only changed it for the organizations that it
00:21:35,560 didn’t actually redefine the culture either during COVID or immediately post-COVID. You know, a lot of people said, Right, OK, the cultures changed. We’re going to implement Microsoft teams rather than write what’s on new value set, right? OK, what’s our behaviors? How do
00:21:50,440 we need to train managers in a different way to make sure we set in a whole people’s expectations? You know, as we’re recording this,
Amazon are just announced they’re bringing their staff back to the office five days a week, which might be right for them. You know, I’m not going
00:22:02,360 to judge them one way or the other. For me, though, it’s, it’s failure of,
of not redefining the culture for the modern working world. Yeah, but
that’s, that’s just me. So I think, I think high performance is really what you make it. And if you work together as a team to define 00:22:21,720 what high performance means for you, and it’s always a, you know,
professional sports team limit. And then you actually take the time to
make the decisions and set, start saying no and bring the energy and
the intrinsic motivation to your job on a daily basis. It can be just as exciting.
00:22:39,000 Interesting challenge on that. Interesting. Sometimes I need to think
about, I think, I think, what I, I sit there sometimes and think, maybe I
do think about the culture when I’m delivering projects, but I don’t, I think a lot of people do, but the transforms into the face of,
00:22:59,720 you think about what we do, I think, I think, it’s set going in, I heard, talk
about this is, it’s kind of things of what, what people like us do things
like that, that’s all people like us are like this and that, and we all have that little bit in us. And that’s where the,
00:23:21,400 me is a project manager, portfolio manager, the way we do portfolio manager project management, we do this, we always do these things.
And there’s certain things that I always do there, and I always put into place with my teams that I’m getting involved in my trade-a-builder
00:23:37,720 relationships with people and this certain cadence that I like to build in.
I’m supposed these are all things that create an element of the culture,
but you don’t realize that how you influence your, those daily behaviors. And I don’t think of them in as I’m putting,
00:23:55,560 and I’ve got a project, I’m putting a culture into this project, which is on a Monday, at halftown, we all get together, we have a conversation
about where we are on progress, we agree what we’re going to do, you know, in all whether it’s daily stand-ups or whatever those
00:24:08,920 things are. I wonder whether there’s a way that I can do that and with a
more culture focus, to think, oh yeah, I’m doing this, I’m doing it for
culture, actually, is that going to create the culture I want by doing it? Because I don’t think I proactively do that. And do, do, do, do,
00:24:29,080 do you get down to that level with some of these organisations about
you and people, the individuals really, to challenge them on how they,
their actions and think about their actions affect the culture. So I’m
going to, I’m going to keep talking about culture until it kills me, one of my friends
00:24:43,640 that said to me recently, they, there’s like, I just don’t know where you
get the energy to keep talking about the same things. The reason that,
so let me just make a couple of statements, so culture is the number
one determinant of organisation success, right? So it has been proven time
00:24:58,360 and time again, and all of the research I use in all of the books, right?
That if you put time thought money and effort into building culture, you
get the results, you hit your project milestones, you achieve your sales,
you achieve reputation, all of these things. But Nigel, and it’s, it was the same
00:25:16,280 for me as it is for you. No one teaches you how to build culture. No one
teaches you what it is, no one breaks it down. The owner says on you
to go and buy a book like Culture Fix, where I broke it down, or you can
buy detoxure, culture, which repeats some of that stuff, and learn it and then put it
00:25:36,120 into practice, or you do what I did when I was a manager, you used to
have a little book, and I used to write down all of the good things that I
saw people doing and all of the bad things that I saw people doing, you
know, one of my managers threw a stapler across the room, right? And I wrote in my book,
00:25:52,200 “Don’t Throw Things”, right? I was running which one, who’s just going
to go into it? Yeah, it had it been in Liverpool, it would have been a
good thing, but it was. Yeah, it was a term that did, but when someone
throws a stapler right here in Liverpool, “Oh, you did that for me!”
00:26:05,080 And no one teaches you Nigel, no one teaches you, and so this is my
issue, right? Whenever an organisation wants to work on its culture,
what they do is more top down activity, right? So they’ll either send you
on a DI course, right? Which is, again, that’s not a bad thing to do, but that’s a guard rail,
00:26:27,720 it’s not the culture itself. Rather than saying, right, what we need is a brand new management development programme to help out a man,
because middle managers are the difference, right? Leaders are too far removed from the day to day work, and we don’t want them in the day to day work
00:26:41,640 anyway, because the surge up to make strategic decisions about the future and make sure that they deliver the outcomes and either show hold of value or public service value for money. So middle managers
are the difference. I worked with a council, a local council in Australia, and so one of
00:27:00,360 the things I hear all the time is we’ve got money for culture, I’m like, all
right, well, you report yourself, right? You get the culture you choose to
build, and if you’re not choosing to build it, then you know, you want to
go to yourself to blame. This company paid six figures, right? To work
00:27:14,600 with me, to train all of their managers, and they want an award, they
want an award for one of the best cultures in Australia, right? Now, not
no kudos to me here, all I did was teach them about culture. They have
to do the hard bit of actually implementing on a daily basis, they have to motivate themselves,
00:27:34,200 that to motivate each other, they have to have difficult conversation,
they have to set expectations, they have to, they have to define the
behaviours that they were going to demonstrate within their small team
in relation to the values that the organization had, they had to stay focused on
00:27:48,920 the targets that they had to make decisions in line with that. All of these
things, right, a part of a basic two-day management program. One guy
said to me, he said, “I’ve been a manager for 30 years, he was retiring,
I’m a little, he’ll have retired now.” And he said, “I could have done with this 30
00:28:04,920 years ago.” So it’s exactly the same as what you’re saying is no one teaches you, and then no one gives you the autonomy to say, “You
know what Nigel, you’ve got the knowledge now.” As long as you build
a great team culture in line with our values, and as long as you and your team stay focused on the
00:28:21,000 milestones that you’ve got to deliver, the outputs that are expected, and the outcomes that you know, the company needs, well good. And then
the values and the vision become the heart and the core of the culture, and this is how you get consistency across an enterprise, because everybody
00:28:37,880 builds their own subculture in line with the values of the organization.
So you see the values everywhere, you just see them in different ways,
because different people have different roles. Yeah, that’s interesting,
because it’s the top down the middle management of it, and looking at
00:28:56,120 organizations of it, it’s kind of, I’ve been in different project teams in
different areas, and I’ve noticed a different, it is different, and I said to
you, right before I moved different roles over a couple of years or so,
and you do have to reset, rethink, but there are some, but then there are
00:29:18,200 some common things that you see played across those, and there’s, I
see the expectations, and I don’t think of it as culture after time, I just
think it was, and I perhaps changing my mindset to think about that,
thinking actually, yeah, I’m in a new culture, actually is this, and we’ll probably get
00:29:36,040 onto the toxic culture, is this a positive approach to things, is this as
negative, and I probably take it from a focus from me, and how it affects
me, rather than looking wider at the organization. And I think there are some, some interesting conversations I’ve seen before, now where people
00:29:54,760 would be very robust with each other, and people knew to that culture,
I’m not used to that robustness, and I’m kind of, that’s a bit of behavior,
you’re holding something to really high, you’re holding someone to your personal values, and to your personal,
00:30:13,000 what you think is to be done, and I’ve kind of said to him, you need to
be kept, we need to think about the other people, and not everyone is
going to have the same work speed, work pace, work ethic, work, think about it, and you need to be, because this person, I know,
00:30:32,600 would get frustrated, lack of progress, with lack of doing everything that he would have done, or they would have done, and I kind of talked
about it, and I’m thinking now about the fact that where I’m looking at is
part of the challenge there, and I was learning to interact with that person,
00:30:50,920 and other people who were part of the challenge there is that as you
come in new, if that’s the culture they’re used to dealing with, and
you’re new into that culture, it isn’t actually someone does that, it’s a case of that agreement,
00:31:03,560 that that’s how we behave as a team, and in a project team you can see
that when you have a team that’s working and clicking it, don’t really
well, one person leaves, and you bring in a new person, and suddenly
everything, the gears are crunching, and it’s that, and sometimes it’s those inferred
00:31:22,840 agreements between that team of how we do this, John always does
that, Julia was that’s that, one of those goes out there, this person
comes in, well I’m not doing that, and then you’ve got to really negotiate
who does what, and you do those things, and it’s just, just making me think there that
00:31:40,600 might think you should have been around the lines of actually what we’re a group, we’re on a call every day, what is our group’s
behaviours, and we did start doing a bit of that actually because there
was certain people expecting a response on something, but then this is on a different project, but
00:31:58,200 people expecting responses, and they weren’t getting as quickly as they
were expecting, and then everyone said well, well not everyone can do
that quickly because they’re doing other things they may not see it, but
okay so what do we agree? Well if you haven’t got a response, stick it on the board,
00:32:13,000 if stick it on the board, on this, do you a board or whatever, stick it on
the board as being a query, and then in the daily calls we go right what
are the new queries? Oh, GMAS, Julia, this, Julia, oh I can’t do it, I’ll do that on Tuesday, and then you get that, that Mogas operandi that we
00:32:33,240 have a kind of if someone’s responded to a query quickly using different
teams tools, so again this is in a culture as well I think where the team
we decided what’s the best way to do it, and I’m not thought of it in the
fact that we were building a culture of that delivery team. It’s really interesting.
00:32:56,600 So I have a number of responses, affiliate links in the way that it’s set
up that have kindly enabled to share their services really. The first one has my clean, and my runs PM on my PM courses, and it is a great
resource for getting those fundamentals of project management trained,
00:33:28,360 reasonably priced, and Mike presents it in an accessible and clear manner. You can check out some of his videos on his YouTube channel
and kind of give you a view of where they are, but so the code for that,
if you go to nodulacreset.com/onlinepmcoursesall, all one with the look case, that will redirect you to it.
00:33:55,720 There’s very different levels that you can buy, you can buy individual
courses, you can buy pathways, as well if you like, and I get a kickback
of those, my kindly shares me that, so if you do jump on and use it, I hope you find it really useful. I think yes, money back guarantees,
00:34:15,960 and that as well, so it is a throw-in in a ticker risk on that, so jump on
that, and that again is nodulacreset.com/onlinepmcourses, and enjoy! [Music]