CEO, consultancy in Employer Branding & company culture

What was the original reason you chose Trust Go Grow®?

For us it is crucial to work on what we sell to others ourselves – so that our values and employer brand are also in line with the 'real' experience employees have of the workplace.

What signals did you see in the team/organisation that made you want to act?

As in almost every team, there are individuals who find it hard to both give and receive feedback, and the result is often that people talk about each other instead of with each other.

How did you experience the structure, format and communication during the programme?

Since we started by building trust in the group and practising to better understand each other and ourselves and how we affect each other, I felt we took steps forward throughout the whole process. This needs to be worked on step by step, over time, and for real.

What worked well and what could have been done differently?

Everything worked well, and if I had to pick something specific, it would above all be the 'warm-up' articles and reflections before we met at our workshops, and the conversations we had between the workshop sessions. The team coaching sessions in particular reminded us of what we had practised and anchored it in real situations in our everyday work.

In what way did Trust Go Grow® differ from other development initiatives you have tried?

That it's hands-on exercises – and we practise for real. It's easy to talk about theory – but to really start talking and sharing what you think – that creates lasting change.

What made the biggest difference for you?

That it was a process over time, where each step connected to and built on the previous one. And that EVERYONE took part, whether they liked it or not, because culture, work environment and how we are as a team is everyone's responsibility – we didn't let anyone opt out; it was mandatory for all.

What concrete behavioural changes did you see in the team/organisation?

The climate became more open and direct. And it's good to remember that psychological safety doesn't mean fewer conflicts – it's about them coming to the surface, so that we now have a chance to resolve them constructively.

Have you noticed differences in, for example, courage in dialogue, accountability, collaboration or communication?

Yes, a big difference – even though how easy it is varies from person to person.

Which effects have lasted over time?

More direct, open and honest conversations – where people now dare to give each other feedback in a different way than before.

What are you most satisfied with in the programme?

That we did it, kept at it and then continued – because you're never really 'done'. I'm also pleased that we were so clear from the start – and communicated that it was mandatory. We also reinforced certain parts, for example when we worked with feedback, those who wanted got extra coaching support to help with their practice.

Would you recommend TGG to others, and why?

Yes, everyone should go through the process, as it develops you as an individual, your self-leadership, your understanding of how you affect others – and your understanding of others. All of this affects how we collaborate and perform better together as a group.

– Attracting and retaining employees is business-critical. Losing staff costs a lot of money. If we are to meet the future in, for example, the public sector, it is important to create a workplace people want to be part of.