Case Study

The Challenge
At the start of 2012 a Western Australian Government Organisation engaged MODAL to develop its culture and overall organisational performance. The customer was seeking an improved and effective culture that would be sustainable and help to deliver success. The Executive Team understood that their people were key to achieving this. It was important for the Leadership team to effectively drive performance and MODAL was employed to build the leaders capability, create a high performing team and deliver coaching for performance, which would build the foundation for value, trust and results.

The Solution

The solution was to lay the foundations by aligning the Top Team and developing the principles – understanding the desired culture and ensuring the leaders were competent to effectively drive performance, productivity and service. This was through a 360-degree feedback and de-briefing program and MODAL’s High Performing Team program. Along side the organisations HR Team, MODAL mapped out the programs and levers already in place to facilitate a comprehensive culture development process, and then prepared a report on the additional programs and levers that would be need to be in place.

Ensuring the Top Team was accountable for delivering on the strategy and empowering their employees, MODAL insisted the entire Executive team take part in the organisational culture development process. Working at all levels of the organisation MODAL conducted workshops, experiential learning activities and coaching. Which each Executive took part in.

Based on Patrick Lencioni’s ‘The Five Dysfunctions of a Team” model, the above program focussed on the following areas:

The Results

Knowing that this was a long-term solution MODAL and the customer have committed to partnering together and are still aligned in 2015. Over the past 3 years MODAL has delivered on the above and has also built a trusted advisor relationship.

Key findings over the course of the culture development programs include employee engagement has improved among employees, contractors and casuals.

The percentage of highly engaged employees more than doubled, while the total number engaged increased by 10%. Almost 60% of the leadership team were rated as engaged, with an additional 16.1% now highly engaged. The greatest improvements have been in the areas of:

The results have produced an engaged workforce that is committed to the vision of the organisation. It is one of a resilient workforce that encourages and empowers its leader as well as working towards developing potential leaders and identifying talent.