If you Measure it, you can Manage it

Kennards Self Storage have just completed their sixth consecutive Organisational Culture Inventory (OCI) measure, making them the most consistent measurers of culture in Australia.

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Having engaged his teams in the journey of culture change and personal development, Managing Director Sam Kennard is adamant that the real value in Human Synergistics' tools comes when progress is regularly measured. In this way achievements are recognised and celebrated whilst areas for improvement can be identified and managed.

"At Kennards we are committed to the measurement and management of culture as a key driver of business success," says Kennard. Whereas many organisations lack consistency and rigour in conducting the OCI survey, the decision is set for measurement at a certain time each year.

The process began in 1998 when the culture was characterised by gossip, opposition, high staff turnover and poor communication. Behavioural awareness became a key component of individual development initiatives; the challenge was developing a culture where people felt they were making a positive difference when they came to work.

Kennards OCI profile, 1998
Research & Development by Robert A Cooke, Ph D
and J Clayton Lafferty, Ph D. © Human Synergistics International

Exceptionally, the first OCI re-measure in 1999 depicted a significant change in a positive direction and subsequent measures have continued to reflect this overall shift.

Kennards OCI profile, 1999
Research & Development by Robert A Cooke, Ph D
and J Clayton Lafferty, Ph D. © Human Synergistics International

Underlying this continual achievement are some key strategies that reinforce the importance of Constructive behaviours in the business.

1. Communication is a key driver of culture change. At Kennards an open dialogue about the development process is encouraged. The OCI results are published in a simple three or four page report card every year, accompanied by debriefs, conferences and culture coaching sessions.
2. The use of language is carefully considered within the business. The leadership team take care to use "blue" (Constructive) phrases and terminology, for example using inclusive language - "we" instead of "I"- to discourage competition. Head Office is Constructively named THQ - "Team Head Quarters."
3. An atmosphere of trust and involvement of staff is fostered. Changes in the business are communicated before implementation, with quarterly regional "huddles" to update staff. Since 2001, staff have designed and run the annual conference.
4. Every 18 months to two years an "Open Space" forum is held; a unique opportunity for employees to contribute ideas that they believe will improve the company. A rotation of staff between centres also encourages new ideas and maintains enthusiasm.
5. Team members were empowered to develop a self-assessed telephone performance measurement tool, highlighting the extent to which a trusting environment is paramount to the organisation. Says Kennard "We won't put in rules for the majority who don't need them. Those who abuse the system will eventually get caught out".
6. Sam Kennard himself impacts the drive for a Constructive culture. He is enthusiastic about change, and makes an effort to foster a comfortable relationship with staff. " I had feedback that they don't see enough of me unless there is construction on a particular site. So I make an effort to go on-site, and be casual and informal. This also helps with efficient and effective problem solving later on".

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