For 2 years Corporate Spirit (in collaboration with the People and
Performance Branch of Business and Consumer Banking (BCB)) wholly
designed and partially delivered (as one of a number of facilitation
partners of BCB):
Mission Possible workshops for up to 30 people over 1 or 2 days,
for the senior 4 levels of management within BCB. The content of
these workshops included the use of the LSI tool, Emotional Intelligence
and creation of personal development plans that were built on through
Coaching – 360 degree-based behavioural change and development
for individuals based on a development plan developed within the
Mission Possible workshops.
Fully delivered a culture change toolkit of short interventions
to support on-going learning after attending the Mission Possible
programme and to support staff members in better understanding how
to develop a more constructive, effective and transparent culture
in teams across the whole business unit.
We have been providing coaching, facilitation, consultation and
change initiatives to senior executives, managers and team members
to support the overall culture and structural changes within the
Corporate Spirit performed a Train the Trainer program for senior
executives within the business unit in ‘How to Coach using
the LSI’. This 3 day program introduced the fundamentals of
coaching, the psychology behind and use of the LSI and how to be
with people from a more self-aware perspective.
Early measures indicate that the culture has become more constructive,
co-operative and collaborative, more open and transparent and more
Over a 5 month period, Corporate Spirit was involved in the OGP
project at Westpac. With the People & Performance Stream of
the OGP Project, Corporate Spirit created and designed an innovative
culture change and learning program to support the transition of
approximately 6,500 Westpac staff from 10 central business district
locations to 2 (OGP and 60 Martin Place). The scope of the project
meant that very little would be the same for those transitioning
to the new locations. Elements of change included the move itself,
new operational and procedural practices (technology, work practices
and mobility) and new people practices that were radically different
(review of policies to support and sustain flexible working practices).
There were also those who would not move to be considered and included
in the transition. Those in other states and regions needed also
to be included in aligning their identity with OGP and the new way
Westpac does things.
Our way of working with this transition was to honour the past,
recognise what will be left behind before turning to the future.
We envisage a programme of communication, engagement, change and
learning that was:
Highly creative and innovative that considered all Westpac staff
Based upon a series of communications that were non-intrusive, short,
sharp, kept people in the loop and began to address and develop
changes in staff behaviour.
ÿAble to leverage and build into other existing programmes
(such as Mission Possible, Leadership Programmes) and other cultural
enablers (Leader Forums).
Built to address the ‘bushfires’ that were bound to
occur – able to address the unexpected or curious risings
within the organisation as OGP came on stream.
Integrative rather than exclusive, based on a series of events and
communications (one-off and sustained over the project) that kept
all affected by the move in the loop.
Committed to finding ways of working positively with the cultural
and personal barriers that would arise (cynicism, distrust, physical
location and access, new work practices, …).
Created by a team working on purpose and in collaboration, a team
wanting to meet the needs of the organisation AND be of service
to the staff relocating.