When I was working for TD Bank in early 2000, we were merging TD and Canada Trust. It was a massive change for the organization. We were bringing together two cultures and trying to create a new blended one.
Ed Clark did something powerful, which truly represented the change. It involved getting out of the Toronto towers and visiting the retail branches, from the Maritimes to Western Canada.
On some of his visits, Ed would wear casual attire and talk with customers, greeting them in line. He would ask them how we were doing and how TD could retain their business.
But he didn’t stop there.
If he saw a customer service representative demonstrating this new blended culture and giving exceptional service, he let them know and directly complimented them. He would say, “I really liked the way that you helped Mrs. Jones with that difficult situation. You showed a lot of compassion and you did all the right things, modelling what we’re trying to do here.”
By visibly modelling what was expected of employees across the country and how they were expected to perform, he showed them the way. And that created systemic change in the organization.
How can you model the behaviours that you want to cement within your organization?
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© 2018 Lorraine A. Moore. All rights reserved. Permission granted to excerpt or reprint with attribution.