Antonissen Development Group is a dynamic real estate group that selects urban locations with exceptional potential and has a preference for transforming existing properties into high-quality, modern buildings that are accessible to all.
The company wants to support its growth by standing out in the market with a dynamic vision of its activity. But that is not all. Antonissen wants to involve all its employees in this exercise, namely the development of a motivating reason for existence (the ‘mission’), an inspiring vision and strong corporate values.
At first glance, involving all staff members in such a project seems utopian. Yet the company managed to achieve this with excellent results. After two days of working in small groups, all the objectives had been achieved.
What lessons can be learned from this process?
Does it make sense to involve the staff in creating a vision? Isn’t that the job of management?
Involvement of all staff members is an undeniable asset, as experience has shown time and again. In this case, we were able to get the entire team of 30 staff to work together in one workshop. For larger organisations, we recommend going beyond the strict framework of management by organising mixed working groups that reflect the different layers of the company. Here too, the results are surprisingly rich and insightful. In the end, of course, it is always management that validates the work done.
What do you have to do to get results?
Careful preparation and continuous coaching during the workshop are essential. Each group has a pilot who is well prepared to lead the entire exercise. Square Circle takes care of the focused approach and facilitation during the sessions.
What if staff proposals are not accepted? This can demotivate the staff!
Practice has shown that the results of the group work are highly relevant and rich in strategic insights and proposals. The management was always impressed and pleased with the quality of the work.
What happens when everything is validated? The expectations are high!
Now that Mission, Vision and Values are on paper, we want to take action to really bring them to life and integrate them into our daily operations. Here, the Results Roadmap™ was used to carry out concrete actions in a decentralised but synchronised way.
All this is framed by dynamic and mobilising communication. Since there was broad participation in the creation of the vision, we see great commitment in the teams afterwards to realise the vision.
My department is changing, can such an exercise be done to refocus all employees on our goals?
We strongly recommend this. The raison d’être of a service may remain unchanged, but the vision of its activity may evolve significantly. Knowing that a vision is a set of ambitious but concrete goals to be achieved in a certain period of time, building it together is the best way to motivate employees to achieve it.