BLC were using legacy behaviours and values that no longer matched the performance and aspirations of the fast growing business.

Through multiple learning experiences with the Exec and the wider SLT, we got them to feel the values and behaviours they live daily. With the identified solutions, the Exec and organisational wide listening groups, mapped these against the realities of how member needs are met to deliver world-class performance, including creating impact statements, organisational lexicon and the real-time, editing and refining of the new behaviour as well as the look and feel of the visuals.

Through continued work with Exec and a bespoke SLT development programme (across 4 x specific behavioural framework LX’s), we started to embed the language through cultural connects (major sizes all company events) where we brought the guiding principles alive in intentional meaningful ways. The guiding principles served as a ‘blue’ thread through the organisation that resulted in galvanised energy and increased on all metrics that were measured at the outset and after the embedding of the principles.

Engagement survey showed increases from 80% engagement in people being proud to work at BLC to 89%, and moving from 51% are motivated to go beyond what they would in a similar role to elsewhere to 71%.