TMP & WoWV: A Powerful Combination

Challenge

In 2020 a rebranding initiative had set a new direction for Armstrong Flooring. Eighteen months later, many key objectives were being achieved. However, the objective of creating a more engaged, collaborative culture had stalled. The GM identified that communication practices role modelled by the leadership team were not aligned with the desired culture, and that a more open, honest, and human approach was called for. Armstrong Flooring was committed to culture change and had identified a strategy to achieve this by developing the leadership team’s interpersonal skills. The narrative needed to change from “playing it safe” when communicating with colleagues, to one of “personal accountability” and achieving “organisational outcomes”.

Approach

Amicus designed a series of four workshops to facilitate the necessary cultural shift. The program used both the TMP and the Window on Work Values (WoWV) Profile as foundational frameworks to explain work preferences and approaches; diversity of strengths and perspectives; and the importance of values alignment as a way of increasing cohesion and collaboration. The first workshop set context and clarified how the leadership team visualised a more collaborative and engaged culture. Before the next workshop, each leader completed a TMP and a WoWV Profile, and received a one-on-one debrief. The second workshop focused on building self-awareness, developing communication skills, and increasing an appreciation for team diversity – using Team Management Systems activities including Team 3,2,1, job match, the pacing tool, and advanced reports to highlight team diversity and inform a team SWOT analysis. The third workshop focused on how behaviour change could be supported by redrafting the team’s charter. The WoWV was used to understand each team member’s values hierarchy and how this influenced team interactions. The fourth and final workshop implemented the learnings from the past three workshops, using the TMP and WoWV to inform effective communication strategies designed to put “team before self” as a way of fostering individual accountability and collectively achieving organisational outcomes.

Outcome

A post-program feedback survey confirmed that change had been successfully set in motion. All 10 participants reported a shift towards accountability and outcomes. When asked about changes made as a result of the programme, responses included: “Being aware of how to work with other personalities to achieve better outcomes”; “More open communication within the leadership team”; and “I think it has elevated our effectiveness as a team.” Participants ranked the TMP Profile and pacing tool as the most helpful resources, and the WoWV Profile was ranked third. Overall, when participants were asked if the project helped with communication practices, the satisfaction rating was 100%. This was also the case when asked if the workshops activated desired core business behaviours. “A greater understanding of our leadership team mates has led to more candor, and more forward thinking conversations that lead to innovative thinking and positive change.” —Armstrong Flooring programme participant