So you want to change your business? You know where you want it to go, and you know the strategies you need to embrace to get there and the values you need to embody. And, if you have also effectively communicated this to your teams – congratulations, you get an A+.

So you can relax now – everybody knows the vision, everyone knows what needs to change to get to the company goals this year.  So why isn’t it working?

The problem here is turning abstract to concrete.  Your teams might know that you want to be recognised as an innovative company, but if they don’t see how they contribute then they may dismiss this as ‘someone else’s problem’. They might know you want to create a culture of teamwork and mutual respect but isn’t that a senior leadership job?

We’re always talking about behaviour change here at CI Group, and for a good reason!  Any strategy is essentially a change in behaviour – and if you don’t identify what that looks like, how can people know they have achieved it? Or indeed that you have achieved the changes you wanted to?

The key is to create behaviours which embody the values and strategies of the company – which relate to day to day activities. You might create examples of what good looks like, and what bad looks like, for example:


We are

That means



We speak up in meetings when we think something isn’t right

We practise open book accounting with clients

We don’t talk about others without talking to them first

We don’t charge more than something is worth


We read industry news to keep up to date with what’s out there

We spend time thinking about what better looks like in every process we do

We don’t settle for doing things the way we always have or the easy way

We don’t re-hash old ideas to save time

Of course – you need to also create the right company culture to allow your teams to practise values in action! If you want them to be honest, then… well, let them be honest.  If you want them to be innovative you may need to create the space and tools to make this happen. These behaviours can form the basis of a recognition programme, job descriptions, and of course play a major part in recruiting the right people who fit right in.  It’s also a very powerful thing to spell out to customers EXACTLY what they can expect from working with you – but be warned, if you fail to deliver after that it’s a double ouch!   

So think about how your business should feel, and how your people would act if you really were living your vision. Those are your behaviours. That become actionable. That will deliver results.