Table of Contents

• The Role of Lunch and Learn Programs in Shifting Organisational Culture
• Case Study 1: How America’s Test Kitchen Shifted Its Culture Toward Inclusion
• Case Study 2: Lagardere AWPL’s Communication Shift Through Personal Presentation
• How to Shift Organisational Culture: Overcoming Resistance and Ensuring Engagement
• Insights from Caribbean Perspectives: Shifting Cultural Norms
• Leadership Strategies for Shifting Organisational Culture Through Learning
• The Impact of Lunch and Learn Programs on Organisational Culture
• Call to Action: Take the First Step Towards Shifting Organisational Culture

The Role of Lunch and Learn Programs in Shifting Organisational Culture

Lunch and Learn programs are informal training sessions that take place during lunch breaks, allowing employees to learn something new in a relaxed setting. These programs can be an excellent way to address gaps in skills, foster communication across departments, and encourage employees to embrace new ways of working. By offering brief but impactful learning opportunities during the workday, companies can shift organisational culture towards continuous development and open communication. These programs are particularly valuable because they can be customized to meet the needs of the organization and its employees, making learning relevant and engaging.

Case Study 1: How America’s Test Kitchen Shifted Its Culture Toward Inclusion

One company that successfully shifted its organisational culture with Lunch and Learn sessions is America’s Test Kitchen (ATK). Through a partnership with The Rise Journey, ATK offered over 150 Lunch and Learn sessions focused on diversity, equity, and inclusion (DEI). These sessions addressed topics such as Bystander Intervention and cultural competency, helping employees engage in meaningful discussions and shift their mindset toward more inclusive behaviour.

By focusing on DEI through these interactive sessions, ATK not only shifted its workplace culture but also provided employees with tools to create a more inclusive environment. Feedback from participants indicated a substantial cultural shift, with 97% of attendees reporting that they found value in the program. Furthermore, 93% of employees expressed interest in continuing this type of training. This demonstrates that Lunch and Learn programs, when thoughtfully designed and executed, can significantly shift organisational culture toward inclusivity and understanding.

Case Study 2: Lagardere AWPL’s Communication Shift Through Personal Presentation

Another example of shifting organisational culture through Lunch and Learn programs comes from Lagardere AWPL, the largest travel retail operator in the Pacific region. Recognizing the need to improve personal presentation and communication skills within their team, Lagardere AWPL collaborated with New Reflections to design a Lunch and Learn workshop titled “Personal Presentation & First Impressions in the Workplace.”

The goal of this program was to address how personal presentation and communication impact workplace relationships. The feedback was overwhelmingly positive, with 100% of participants recommending both the session and the facilitator. This success illustrates how Lunch and Learn programs can shift organisational culture by focusing on areas like professional development and interdepartmental collaboration.

How to Shift Organisational Culture: Overcoming Resistance and Ensuring Engagement

While Lunch and Learn programs offer tremendous potential to shift organisational culture, some challenges can arise. Employees may resist attending these sessions, especially if they feel their lunch break is an essential part of their day to relax and recharge. To shift organisational culture effectively, it’s crucial to overcome these barriers and encourage employee engagement.

Here are several strategies to ensure the success of Lunch and Learn programs:

1. Communicate Value Clearly: Employees are more likely to engage with Lunch and Learn sessions when they clearly understand the benefits. Emphasize the value of developing new skills and how this contributes to both their personal growth and the success of the company. Make sure that they see these programs as opportunities for career advancement, not just another meeting.
2. Incorporate Flexibility: Recognize that not all employees can attend during their lunch breaks. Offering these sessions at various times or providing recorded versions ensures that employees can participate at a time that suits them, making the program more inclusive and accessible.
3. Solicit Feedback: To maintain employee buy-in and ensure the content is relevant, actively seek feedback from employees about their interests and learning needs. Engaging employees in the planning process will make them feel more invested in the program, increasing participation and ensuring that the program aligns with their expectations.

Insights from Caribbean Perspectives: Shifting Cultural Norms

In many cultures, including the Caribbean, there is a strong inclination to preserve lunchtime as personal time. A recent LinkedIn poll asking, “Do you think short training sessions during lunch can improve team performance?” revealed that nearly half of respondents (48%) felt that lunchtime should remain a break. However, a significant portion (32%) agreed that Lunch and Learn sessions could improve team performance if done right.

These results suggest that shifting organisational culture in the Caribbean might require a more nuanced approach. Leaders in these regions can help employees see the benefits of Lunch and Learn programs by:

• Highlighting Mutual Benefits: Demonstrating how the sessions contribute to both individual growth and the success of the organization can make employees more open to these learning opportunities.
• Respecting Personal Time: Ensure that participation is voluntary and consider offering incentives, such as a free lunch or extra time off, to encourage participation without feeling like it’s an imposition on personal time.
• Customizing Content: Tailor the content of Lunch and Learn sessions to address challenges that are specific to the Caribbean work environment. For example, leadership skills, cross-cultural communication, and time management could be topics that resonate well with employees in this region.

Leadership Strategies for Shifting Organisational Culture Through Learning

Shifting organisational culture isn’t just about offering training; it’s about how leaders approach and implement these initiatives. To ensure that Lunch and Learn programs successfully contribute to shifting the culture of an organization, leaders should consider the following:

1. Lead by Example: Leaders should actively participate in Lunch and Learn programs and encourage others to do the same. When employees see leaders valuing continuous learning, they are more likely to follow suit.
2. Create a Safe and Open Environment: For Lunch and Learn sessions to truly shift organisational culture, employees must feel comfortable sharing their ideas and experiences. Leaders should encourage an open dialogue where employees can engage without fear of judgment or repercussions.
3. Promote Collaboration: Encourage employees from different departments to attend Lunch and Learn sessions together. This promotes cross-functional communication and collaboration, which is key to shifting organisational culture towards a more integrated and cohesive workplace.

The Impact of Lunch and Learn Programs on Organisational Culture

Lunch and Learn programs have proven to be a highly effective tool for shifting organisational culture. By offering employees the opportunity to engage in focused, relevant learning during the workday, organizations can cultivate a culture of continuous development, improve communication, and encourage collaboration across departments. These programs can address key areas such as leadership development, diversity and inclusion, stress management, and communication skills, making them versatile and impactful.

As you reflect on the current challenges within your organization, ask yourself whether Lunch and Learn programs could serve as a platform for addressing these issues. Whether you’re looking to improve communication, promote team collaboration, or foster inclusivity, Lunch and Learn sessions offer a practical and accessible way to shift organisational culture in a positive direction.

Call to Action: Take the First Step Towards Shifting Organisational Culture

Shifting organisational culture takes time, but with the right strategies in place, Lunch and Learn programs can accelerate the process. Start by identifying key areas for improvement within your organization, and design Lunch and Learn sessions that will address those challenges. Engage your team in the planning process to ensure the content is relevant and valuable, and encourage participation by highlighting the personal and professional benefits.

By investing in your employees’ growth and creating a culture of continuous learning, you can drive your organization toward greater success and create a work environment that supports collaboration, inclusion, and development. Start today and take the first step toward shifting your organizational culture with the power of Lunch and Learn programs.

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Common Sources of Intergenerational Workplace Conflict

1. Communication Styles

Differing preferences for communication mediums and tones can lead to misunderstandings. Older generations may prefer face-to-face interactions while younger workers are more comfortable with digital channels like instant messaging. Bridging this gap requires flexibility and clear communication.

2. Work Values and Motivation

Expectations around work hours, work-life balance, job security and career progression vary across generations. Millennials and Gen Z often prioritize flexibility and a sense of purpose, while older workers may value stability and traditional hierarchies. Unmet expectations in these areas can breed resentment.

3. Adaptation to Change

Younger generations tend to embrace technological change and innovation, while older workers may be more resistant. Rapid shifts in processes and tools can be unsettling for veteran employees who are used to established ways of working. Leaders must strike a balance between stability and progress.

4. Bias and Stereotyping

Preconceived notions about different generations can undermine trust and collaboration. Older workers may face ageist stereotypes about being resistant to change or lacking tech skills. Younger employees can be seen as inexperienced or lacking commitment. Challenging these stereotypes is key.

Strategies for Managing Workplace Conflicts

The following are five (5) key strategies that you, as a leader, can initiate when managing workplace conflict in your multigenerational team:

1. Promote Awareness and Understanding

Organize workshops, training sessions or information campaigns to raise awareness about generational differences and the potential for conflict. Encouraging empathy and insights into each other’s perspectives can preemptively mitigate tensions.

2. Foster Cross-Generational Collaboration

Create opportunities for different generations to work together, share experiences and build mutual respect. Mentorship programs, cross-functional projects and job shadowing can facilitate meaningful interactions and a sense of camaraderie[1][2].

3. Establish Shared Values

Articulate and live by strong organizational values like kindness, respect, excellence and innovation. These shared principles can unite team members across generations and provide a framework for resolving conflicts.

4. Recognize Contributions

Understand how each team member contributes to company goals and provide meaningful recognition accordingly. Remind the team of their shared purpose and celebrate wins together to foster a sense of unity.

5. Lead by Example

Model the behaviours you want to see, like questioning unconscious biases, learning from others and adapting your leadership style. Demonstrate humility by asking questions, providing feedback and continuously improving your management approach.

PEACE across the Generations

The rapid acceleration of technology adoption has led to significant changes in the world. According to BCG AI Radar (2024), it is projected that almost half of the workforce will require significant skill enhancements in the next three years. To stay ahead and gain a competitive edge, leaders can develop a culture of continuous learning and promote collaboration across different generations. Each generation, from Boomers to Gen Alpha, brings unique strengths to the table: experience and perspective, adaptability, tech-savviness, innovative ideas, and the ability to navigate the AI-powered workplace.

We stand on the edge of change. Flourish in the future of work with P.E.A.C.E.:

Purpose: Ensure everyone understands the company’s purpose and its personal significance.

Exploration: Stimulate teams spanning different generations to seek out how technology can address real-world problems.

Action: Foster a culture of taking action, attempting, failing, and learning.

Collaboration: Establish an environment where everyone is eager to work, engage in social activities, participate in learning labs, receive mentoring, and openly share knowledge.

Empowerment: Motivate individuals to experiment, learn, and develop new approaches using technology – ideally within cross-generational teams to gain diverse perspectives.

Conclusion

While managing a multi-generational team presents unique challenges, the benefits of diverse perspectives and skills make it well worth the effort. By proactively addressing potential sources of conflict, leaders can create an environment of mutual understanding, trust and collaboration. When conflict cannot be avoided, you are a leader must work to become skillful in managing workplace conflict. The key is to embrace flexibility, promote cross-generational interactions, and continuously learn from and adapt to the needs of each generation.

Citations:

[1] https://hbr.org/2021/08/how-to-manage-a-multi-generational-team

[2] https://www.shrm.org/topics-tools/news/employee-relations/how-to-manage-intergenerational-conflict-workplace

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1. Two Truths and a Lie

Time Required: 10-15 minutes

Objective: To help team members get to know each other better and build trust.

Preparation: No preparation is needed.

Instructions:

1. Each participant writes down two truths and one lie about themselves
2. One by one, each person reads their statements aloud.
3. The rest of the team guesses which statement is the lie.
4. After everyone has guessed, the participant reveals the lie.
5. Optional: This can be followed by a short discussion where participants share more details about their truths if they wish.

Virtual Delivery: This activity can be conducted both in person and online. For online meetings, participants can use the chat feature or speak their statements aloud.

2. Icebreaker Questions

Time Required: 10-15 minutes

Objective: Icebreaker questions help colleagues learn new things about each other and build connections. 

Instructions:

1. Pose an interesting icebreaker question to the group, such as:

• If you could switch jobs with anyone on the team for a week, who would it be and why?
• What’s your New Year’s resolution?
• If you met a genie, what would your three wishes be?

2. Have staff discuss the question in pairs or small groups for 5 minutes.
3. Bring the group back together and ask volunteers to share something interesting they learned about their partner.

Virtual delivery: For remote teams, use breakout rooms for small group discussions.

3. Office Trivia

Time Required: 10-15 minutes

Objective: To increase knowledge about the company and foster a sense of belonging.

Instructions:

1. Preparation: Create a list of trivia questions related to the company, its history, and its employees.
2. Execution:
   • Read each trivia question aloud.
   • Allow team members to write down their answers or answer verbally.
   • Reveal the correct answers and keep track of scores.
   • The person or team with the most correct answers wins a small prize.
3. Discussion: Encourage participants to share any interesting facts or stories related to the trivia questions.

Virtual Delivery: This activity can be easily conducted both in person and online. For online meetings, use the chat feature or polling tools for answers.

4. Team Storytelling

Time Required: 15-20 minutes

Objective: To promote creativity and teamwork.

Instructions:

1. Preparation: No preparation is needed.
2. Execution:
   • Start with a random sentence to begin the story.
   • Each team member adds one sentence to the story, building on what the previous person said.
   • Continue until everyone has contributed at least once, or set a time limit.
3. Discussion: Reflect on the story and discuss the creativity involved.

Virtual Delivery: This activity can be done in person or online. In an online setting, use a shared document or the chat feature to build the story.

5. Happiness Exercise

Time required: 10-15 minutes

Objective: This exercise helps colleagues connect on a personal level and appreciate what matters most to each other. Seeing the collective happiness notes can boost morale.

Instructions:

1. Have staff get into pairs or triads.
2. Give each group a stack of sticky notes.
3. Ask them to write down things that make them happy, one per note.
4. Have groups share their happiness notes with each other and discuss.
5. Collect all the notes and post them on a wall or online board.

Conclusion:

Team building doesn’t have to be complicated. With a few simple activities like these, you can strengthen relationships and collaboration among your staff right in your regular meetings. The key is choosing activities for staff meetings that are engaging, inclusive and relevant to your team. Have fun with it!

Incorporating these team-building activities into your regular meetings can significantly enhance team dynamics and foster a more collaborative and engaging work environment. That way, when larger team-building interventions are planned by the company such as family days, Christmas parties and retreats, they will be more effective.

If you are not certain how to get your managers to become comfortable using these types of activities, click here and let us help you.

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This article will explore:

1. The Benefit of Team-Building Activities
2. Top Management Concerns and Solutions
3. How To Get Started

Benefit of Team-Building Activities At Companies

What does that mean? Well, firstly, enhanced efficiency, improved communication, collaboration, and trust among team members often lead to more efficient workflows. This, in time, can result in quicker problem-solving. Moreover, investing time in team-building can minimize conflicts and misunderstandings that often disrupt daily operations and consume significant time and resources to resolve. If you are honest, most times it is an ongoing problem of conflict and disgruntlement in the team that leads managers to consider team-building.

Your firm can also benefit from Improved team morale and engagement from team-building. This may also lead to higher employee retention rates, reducing the time and costs associated with recruiting and training new staff. Research indicates that companies with high employee engagement experience significant improvements in productivity and performance. The data from a Gallup Study shows that businesses with highly engaged employees are 23% more profitable than businesses with low engagement. Why? Engaged employees contribute to a high-performing culture where critical thinking, problem-solving, going the extra mile, and effective decision-making are valued.

What Are Management’s Concerns Around Team-Building Activities?

Management Concern #1: Perceived Lack of Time

Managers often feel that taking time out for team-building activities detracts from completing essential tasks and meeting deadlines. This is especially found in environments with high workloads and a strong focus on immediate productivity. The scheduling challenges of finding a suitable time for all team members further complicate the implementation of team-building activities. This short-term focus on productivity over long-term team development is a common barrier. However, manager must recognize that the long-term productivity gains from team-building activities outweigh the short-term time investment. 

Solution:

To address time constraints, flexible and integrated approaches to team building can be highly effective. Team-building does not always require lengthy sessions; short, regular activities integrated into daily or weekly routines can be just as impactful. Brief icebreakers, quick problem-solving exercises, or regular team huddles can build cohesion without significant time investment. Additionally, incorporating team-building elements into existing meetings or events can foster a collaborative atmosphere without additional time slots. You can do this by starting a regular meeting with a quick team-building exercise or through remote and digital options especially when your team is geographically dispersed.

These approaches save on time and logistical efforts while still achieving the benefits of team cohesion. Research from McKinsey & Company suggests that effective team collaboration can increase productivity by 20-30%. This shows that flexible and integrated approaches can address the scheduling challenges while still reaping the benefits of team-building activities. These time-efficient solutions address the issue of a lack of time.

Management Concern #2: Questionable Effectiveness of Team-Building Exercises

Managers may doubt the tangible benefits of team-building activities, viewing them as ineffective or merely “feel-good” exercises without lasting impact. Past negative experiences with poorly planned or executed team-building activities can also lead to reluctance to try again. Furthermore, without clear goals and measurable outcomes, managers may see team-building as a waste of resources.

However, numerous studies have shown that well-designed team-building activities can lead to companies experiencing significant improvements in team performance, communication, and morale. These activities have been linked to measurable improvements in key performance indicators (KPIs), such as productivity, employee engagement, and job satisfaction.

Solution:

To ensure effectiveness, structured and goal-oriented team-building programs are essential. Emphasizing the importance of setting clear, measurable objectives for team-building activities ensures they are purposeful and aligned with organizational goals. Tailoring activities to address specific team needs and challenges makes them more relevant and effective. Lastly, team-building programs should have in their design regular assessment and feedback mechanisms. These ensure that you can measure the impact of team-building activities and make necessary adjustments to improve their effectiveness. 

A report by the Society for Human Resource Management (SHRM) highlights that team-building activities with clear objectives and follow-up evaluations are more likely to succeed. Based on the available research, it is clear that when done right, team-building activities can have the desired effect on performance.

Management Concern 3: Budget Constraints

Team-building activities can be seen as an unnecessary expense, especially in times of tight budgets or financial uncertainty. Managers might prioritize investments in equipment, technology, or direct business needs over team-building. Additionally, it can be challenging to justify the return on investment (ROI) for team-building activities, leading managers to deprioritize them in favour of more quantifiable expenditures. This happens especially when team-building programs are not designed with an assessment and feedback loop. The truth is though that many effective team-building activities require minimal financial investment. 

Solution:

Low-cost or no-cost activities can be both cost-effective and impactful. These may include team-building exercises during regular meetings, volunteer group projects, or outdoor activities. Virtual team-building tools and activities can be more affordable and flexible, especially for remote or dispersed teams. A report from Forbes highlights several low-cost team-building ideas that have proven effective, such as volunteer work, potluck lunches, and team sports.

How to Start Consistent Team Building Activities At Your Company

1. Start your team-building with your leadership. Change in your companies must be leadership-driven. If you want your managers to buy into the idea of team-building as a driver of success, you need to demonstrate it. Integrate a team-building activity into your regular management meetings
2. Retrain your managers. Give your managers the tools to assess their team dynamics to determine the pulse of the team. Additionally, train your managers to use team-building tools and strategies.
3. Engage the right consultant. Engaging the right person to design your team-building program is key. This is the only way to ensure that your effectiveness objectives are met.
4. Adjust Your KPIs. Demonstrate your commitment to improved team dynamics by making it an official part of your KPI system. This will relay the message that team-building is integral to your companies.

This article is written by Dana Hayes-Burke, Chief Business Strategist & Founder of DHB Vision Strategist and International Keynote Speaker.

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