We often write about our external activities and the work we do for clients. This article, first published in 2017, looks at another foundation of agency life: company culture. Internal communication, shared habits and the way colleagues support one another all influence the work we produce.
Start from a shared understanding
At Progress, we described that foundation as our “Progress DNA”. It included shared ways of working and agreed processes for recurring activities. Like any organisation, we had our own values, expectations and guidelines.
How do colleagues treat one another? Who should you ask about a particular subject? What does a good handover look like? Clear answers to everyday questions help people work together more easily.
There were also practical processes for work such as writing press releases and blog posts. Yes, even the original version of this article had a deadline to meet. The aim was to make the basics clear, so people knew what was expected.
Shared expectations were only part of the picture. We also wanted colleagues to feel encouraged to think bigger for clients and to develop ideas together as one team. That was a reason to invest in internal communication and training, both for professional progress and personal development.
Make room for different working needs
The article also discussed flexibility. A fixed nine-to-five day did not suit everyone’s preferences or circumstances, and technology was making it easier to work in different places and at different times.
For a team, flexibility still needs clear agreements. Colleagues and clients should know how to reach one another and how work will be coordinated. The opportunity lies in finding arrangements that support the work while recognising the people doing it.
At the time, flexible working had become an accepted part of our culture. It was one way to think about the relationship between working practices and people’s experience of their jobs.
Use people’s strengths
Talent development was another important element. We wanted people to have room to use their strengths and recognise where a colleague could complement them.
Strengths exercises helped start those conversations. One person might enjoy planning, another strategic thinking, and another exploring a subject in depth. Such tools were a starting point for understanding one another, rather than a reason to place people in fixed categories.
Knowing who enjoys which kind of challenge makes it easier to ask for help and learn from each other. A useful team brings together different capabilities to solve problems and support clients.
Make knowledge sharing practical
We shared experiences within Progress and with our sister agency Eventive, whose events perspective could bring different ideas to a discussion. Joint brainstorms helped turn that variety into suggestions for clients.
One initiative described in the original article was PROEV, combining PROgress and EVentive. We met over lunch to discuss ideas, questions and difficulties, creating a regular opportunity to learn from each other.
Online communication tools supported those conversations too. The specific software can change over time; the underlying goal is to make useful knowledge accessible instead of leaving it with one person.
Culture shows up in everyday work
A healthy company culture takes more than a set of values. It is reflected in expectations, support, opportunities to learn and the way people communicate when work becomes demanding.
For another perspective, read our article on helping employees do their best work. To find out more about Progress, get in touch with our team.
Corinna
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