Two practical case studies this week. Businesses who have pulled back the curtain to show how they brought Purpose and Autonomy to life. Brilliant examples of companies trying new things and having success from them.
Rachel Bremer is the Communications Director at ASOS. She talks about how they re-energised 4000 young, ambitious employees to keep the business on an incredible growth path.
Laurie Young is the Development Director of Thoughtbot. He explains that they made one change that allowed them to get 5 days work done in 4 days - and what happened next. Become a member at https://plus.acast.com/s/eatsleepworkrepeat.

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Bringing purpose and autonomy to work

Conversations about workplace culture, psychology and life with millions and millions of listens
As we wrestle with a world of hybrid working hosts Bruce Daisley and guests bring inspiration and imagination.
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Today’s top episode goes to the heart of an issue that a lot of people raise with me.
They say ‘where do you start when changing a culture’.
To some extent it’s what the episode about the hospital trust in Barking was about, going in and changing the culture of a huge organisation.
I saw one of today’s guests Darren Ashby speak at an event - talking through the specifics of how his company Business Four Zero tried to change the culture of Tesco. Business Four Zero are one of a group of organisations who work with leaders to change company culture. I know there’s a few of these firms. I attended a dazzling event by one firm called Scarlett Abbot in this field about a month ago. 
Darren is joined by Atif Sheikh as they talk through the specifics of what they did with firms like Electronic Arts, Aviva and Tesco. They’ve turned some of their work into a book which you can buy here.
Some of the things that stood out for me: 
What’s the number one thing you look for in a high performing culture? How internal are they? How much time are they spending on themselves vs the outside world?Only 28% of workers say they are connected to purposeCulture is what are you committed to as group - emotional commitment of what you want to createValues - before you define your values know that there are 6 core values shared amongst everyone (sometimes called the 6 Pillars of Character - Trust, respect, responsibility, fairness, caring and citizenship). These should not be your differentiator. These are universal basic expectations. You need to define something differentiatingLeaders' role is to bring energy: Satya Nadella told Microsoft’s execs: ‘find the rose petals in the field of sh*t’So how do you elevate a culture? They introduce 2 or 3 critical behaviours that elevate a culture Might be ‘be kinder’ And they build a process of how you might enact those behaviours
 For example Intercontinental Hotel GroupHad switched from being a hotel owner to a franchise businessCEO needed to remove silosWhat did they need? Too many people in the business didn’t understand how they made money - it made spending decisions hard. So they focussed on ‘think return’Additionally it had become complacent, so they decided to ‘move fast’Finally they agreed to ‘talk straight’ with each other Become a member at https://plus.acast.com/s/eatsleepworkrepeat.

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“Workers watch your feet, not your lips” - changing culture at scale

Isabel Berwick is a writer and podcaster who focusses on the evolving state of modern work. I’ve celebrated her podcast Working It many times here  (here’s her specials on the 4-day week for example, or her special on meeting-free days was essential listening). I love its ability to react rapidly to the biggest news stories of the moment and to drop a snackable episode midweek. I talked to her about her opinions on modern work, going deep on the rapidly changing world of employment and where we’re going next. Isabel has a brand new book out, The Future Proof Career, which she says is for everyone who doesn’t read books about work but wants to be better at navigating it.
Recent episodes you might have missedThe importance of trust at work - and why it's on the declineCharles Duhig on how to be a supercommunicator in your job (and your home life)Can improvements to culture fix a broken NHS trust?The Big Ange effect at Tottenham HotspurFrances Frei on the importance of training managers
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The future of work? "The manager as a therapist"

How should most of us think about the differences between Employee Experience and Employee Engagement.
I first spoke to Emma Bridger, who is the author of a well respected book on this topic and the founder of the EX Space, a learning community focussed on raising the bar in the Employee Experience field.
Then I picked the brains of Melanie Wheeler who leads People Communications at Sutherland, a firm widely recommended to me as outstanding in Employee Experience.
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Getting real with Employee Experience

Charles Duhigg’s bestseller The Power of Habit was the definitive guide to building and sustaining successful habits.
His new book, Supercommunicators, grapples with the knotty topic of creating successful interactions with others.
It’s a thorough and dazzling read that has many applications for the way we work (and how we live our lives).
We talked about:the single biggest thing that builds psychological safetywhy moving conversation out of small talk into deep discussion proves more satisfying than we expecthow teams should use 'who are we' conversationshow we should think about three different types of conversation (are they looking to be helped, hugged or heard?
 Read an extract of Charles' book here Become a member at https://plus.acast.com/s/eatsleepworkrepeat.

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Better conversations, better relationships

Many of us have worked in environments that provided bonuses or rewards for success. Maybe they took the form of team rewards or individual incentives, or end of year profit-share schemes. But do these rewards achieve what they are designed to?
Professor Uri Gneezy is the world's foremost expert on the science of incentives - and he comes with a huge warning about what such schemes actually achieve.
Eat Sleep Work Repeat is today hosted by Bruce Daisley, Ellen Scott and Matthew Cook.
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Bringing purpose and autonomy to work

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