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At its best, our work creates the necessary conditions for collective reflection and learning and builds the capability to collaborate and respond better together to the challenges we face in our organisations and beyond.
Every partnership with RISE begins with a specific need. While many evolve into multi-year partnerships, we often see common initial reasons including:
Executive Team Trust and Performance, emphasising the desire to work productively with differences of opinion and enable a supportive and effective top team.
Develop more collaborative cultures, particularly following a structural change or in preparation for strategic shifts in the business, and with a desire to bring collaborative culture to life across the wider organisation.
Other reasons for engaging with RISE include:
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The leading areas of impact in this area were:
As mentioned by at least 25% of respondents.
The leading areas of impact in this area were:
As mentioned by at least 25% of respondents.
Much of our work focuses on the relationship between the individual and the group (what we refer to as the me-we dynamic in our collaboration compass). This asks people to look at themselves and how they influence others as much as it looks at group culture and how it impacts individuals. It is understandable then, that many people found significant personal shifts in awareness of themselves and their behavioural patterns and dynamics, as well as noting the profound shift that came about through a better understanding of their colleagues.
Vulnerability as a foundational skill
One of the main areas that people noted was the “change in perception (and embracing) of vulnerability”, which has been one of the key practices we have championed over the last 10 years. There are, of course, risks to this (see lessons) and boundaries required in the application of vulnerability, and yet we know, as Patricia Shaw (2002) says, that “when leaders show vulnerability, they signal it is safe for others to do the same, paving the way for genuine dialogue and collective learning.”
Time to think helps to choose the next step.
Secondly, given that 25% of our work supports individuals on a 1:1 basis, it was expected that we would hear stories of how this work has supported individual career advancement and career moves. "My career moved on significantly." "It helped me navigate a change in job role." "The coaching has allowed me to lose my imposter syndrome and to really lead rather than manage my team."
Improvement of relationships at home, too
Beyond this, many referred to the impact of our work in their private lives and relationships at home, too. ‘My husband and I can now speak to each other constructively in difficult situations or arguments.” “Without a doubt, it helped to save my marriage.” Surprising responses, but not at the same time. Whilst our work is very much focussed on the organisational context, it is impossible to separate ourselves from the different aspects of our lives. Creating space for people to reflect and build their capability in deepening relationships, thinking critically and making decisions will undoubtedly influence the way we connect and work with others outside of the workplace, too. The fact that people mentioned this as the most significant personal shift is likely due to the importance people place on their private relationships over their work relationships.
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In reflecting on the impact our work has had at an organisational level there are a few key shifts that stand out across the board of our most successful work.
Increased trust leading to the real (needed) conversations.
Many reported feeling increased trust and openness within their teams, making more difficult conversations more productive. The avoidance of tricky topics in teams is by far one of the most detrimental traits to both team dynamics and overall organisational effectiveness. Where we've been able to successfully shift the culture of a team to provoke more honest conversations; not only has it deepened trust and connection, but it has allowed for the acceleration of complex business and people decisions that impacted the bottom line positively. "Over a period of time, trust improved, which helped more challenging conversations to take place" "We shifted our business model and unstuck ourselves." The challenge here is the question around the longevity of trust, particularly as the usual pressures of organisations inevitably arise. Many noted how this increased trust waned after our engagement with them or tapered off when key champions of our approach in the business left, leading to thoughts on follow-through and the importance of consistency in this work. Read more in lessons.
Appreciation and understanding of difference impacts the quality of conversation and culture of inclusion
One of the standout responses was how much the work with RISE shifted an individual's understanding of their own behavioural patterns and those of their colleagues. "It helped me navigate both working and personal relationships with more empathy." Where groups felt an increase in shared awareness, they also noted the shift in the quality of conversation, meaning their ability to engage and contend with differences of opinion and diverse perspectives.
When groups are able to better understand and appreciate differences—whether in opinion, background, or experience—they create the foundation for more meaningful dialogue. This not only enhances decision-making but ensures that more (and hopefully all) voices are heard and valued. Embracing diverse perspectives is key to making inclusion a lived experience, driving innovation, boosting engagement, and strengthening the organisation’s resilience and adaptability.
Investing in relationships across the business helps reduce silos and enhance strategic conversations
In organisations where RCAs or cross-organisation peer learning groups were implemented, people were exposed to the realities and challenges of colleagues they wouldn't usually interact with. This fostered a deeper understanding of organisational interconnectedness and helped break down silos. People began to see the bigger picture, think more strategically, and appreciate the impact of their work on others. However, maintaining the quality and momentum of these groups proved difficult. While some still thrive years later, others faded as focus shifted or engagement waned.
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Overall, the changes we've been a part of enabling are encouraging, but they also remind us of the complexity and ongoing nature of organisational change. These shifts require continuous attention, reflection, and a deep understanding of the dynamics at play. It’s this ongoing engagement with the realities of organisational life that ultimately determines the success and sustainability of the changes we help to initiate.
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