There was a significant conversation I held in week 2 that resulted in the very positive start. But by holding the conversation at the organisational level, it meant that we were about to bite off a rather large chunk of a problem. You might reflect that 35 people is smaller than an average team in a large organisation, but when it IS the organisation I believe this brings a difference breadth to the available issues that are within the control.
As it turns out the two issues chosen to focus on were:
How might we create a fair and transparent pay and review system?
How might we develop a culture of feedback and reflective practice?
We focused on the first as the most tangible.
In hindsight we could have perhaps read the runes and tackled it in a different way. In my style I simply opened it up. Thinking about the organisation as a whole requires thinking about something not normally discussed and large amounts of new information to be taken on. The subject area was full of new content area and it was highly emotive. This caused increased pressure on an often pressurised workforce. The complexity of both the content of the decision as well as the open decision making process I championed was, at times, overwhelming.