We’ve stopped using Net Promoter Scores with clients. We already know they are happy and if they aren’t they will say so. If our people are happy, then the happiness of our clients will follow.
– Edwin Van Der Geest, MD at Incentro
But at GroHappy we’re most fascinated with how people development works, so here are the some of the insights from Incentro:
Development differs by office
Incentro is made up of separate ‘offices’ with up to 60 people in each office, to keep overheads and processes manageable. Each of these offices runs largely autonomously, which means that learning & development can look totally different between each Incentro office.
Edwin explains that they are constantly experimenting with what works and, with a move towards more self-management, this is likely to continue evolving differently in each office.
Openness and honesty rules
Everybody is very honest about if they are happy or not with how their career is going.
Honesty and transparency is hard-coded into the culture at Incentro, which means there is little incentive for people to be cagey about how they truly feel about work. A radical departure from how many organisations operate today!
Leaders pass on their experience to new Managers
Leadership development takes the form of an internal programme, where leaders share their experiences and learning with new managers. From there, dedicated ‘field managers’ are tasked with supporting team members’ career ambitions and happiness.
While some take up the offer of outside coaching, much of the coaching & professional development happens within the teams.
Incentro is a fascinating example of a high trust, high autonomy company. When research indicates that high trust organisations see 11% greater innovation than low trust organisations, it would appear to be a positive place from which to grow.
Follow Incentro on the journey…
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