Culture

Strategy. It’s a bit of a scary word. And it’s even scarier having it in your job title. It’s almost as if people expect you to be an academic. Someone who deals in theories, studies, stats and technicalities. Not words I’d always use to describe myself. My specialist subject on Mastermind would be Ru Paul’s Drag Race Seasons 1-17. Just for context. 

So when I’m looking to hire a strategist, academic isn’t top of my list. I’m looking for someone who can do big and small. Someone who can look at the broader picture, identify where people want to go, and build the path to get there, but is equally happy to roll their sleeves up and write that CEO communication, leaders toolkit or launch plan. 

That’s probably why I’ve ended up with somewhat of an anomaly in the Strategy team at Home. Every single one of us comes from an in-house background. All industry experts. Home is the only agency we’ve worked in. We’ve got a financial services whizz, a real deal professional sportsman come engineering pro, a charity sector and government expert and my own background in fashion retail and tech.  

But it’s not that sector experience that makes our work pack a punch (although it certainly does help). It’s the fact that we too have been Heads of Internal Communications or Heads of Employee Experience. We’ve sat in your seat. We’ve negotiated for more budget. We’ve influenced the CEO and turned the complex into the engaging. We’ve sat on panels and watched agency pitches, just like ours. We’ve navigated the pull between HR/Marketing and anyone else who takes an interest in our world. We get it.  

And that’s my favourite thing about our team. Throw any circumstance our way and it’s likely we’ve done it before. If we haven’t, we know just how to work it out. Combine that with the creativity of our studio and you’ve got something really special. You’re not finding that anywhere else. 

But don’t just take my word for it – here’s what the team had to say.

“Confession time. I was deeply suspicious of agency strategists when I sat on the other side of the desk. How can they know my company better than me? Because let’s be honest. We don’t. That’s not the value we add. What we bring is all the lived experience of an in house professional, a view from across multiple industries and a healthy distance and perspective. That leads to fresh perspectives on the most entrenched of problems, a passion for raising up our professional community and solutions that are practical to deliver.” – Caroline Tierney  

“Your mission is our mission. We’ve walked in your shoes and we share the same passion. But don’t think of us as advisors. We’re the do-ers. The roll your sleeves up and jump right in-ers. The ones who uncover the insights you need, bring your people’s voice to life at the highest table, and deliver the strategy that gets you from where you are, to where you want to be.” – Zac Costello

“Making change in a business is tough. Whether you’re struggling with a cynical workforce, restrictive budgets, or overly technical line managers, I’ve been there myself, probably multiple times in my rather squiggly career. I know there are few quick fixes to making meaningful, lasting change, but I also know that no problem is unfixable. And that’s what we do – zoom out to find the story behind the problem, then zoom back in to create practical, realistic solutions.” – Lauren Owen

Turns out, Home is where the industry experts are. Fancy throwing a challenge our way? We’re ready when you are. 

Vanilla values breed vanilla companies. Want to be great? Start by standing for something. 

Values are what we believe – they guide the way we think, the decisions we make, and the actions we take. They’re the foundation of a strong, high-performing culture—not hollow slogans on a wall. 

Yet, insights from The Work Project reveal a blunt reality: while most organisations claim to champion values, only 54% of people believe they’re genuine.  

And It’s easy to see why  

Because you’re not saying anything different. Nearly two-thirds of the FTSE-100 use the same values: integrity, respect, customer-centricity, innovation, and excellence – with collaboration also being thrown into the vanilla mix. 

And the problem is that these overused terms have become cliché and lifeless, losing their impact. And when values feel generic and disconnected from the reality of your culture (i.e. Your actions don’t match your words), employees stop paying any attention to them. 

For some of the most overused values, such as trust, integrity, respect, it feels like we’re setting a very low bar. Aren’t these just the minimum standards we should expect? Just think about if a person introduced themselves as someone who had never robbed a bank, would you applaud their integrity? Of course not. So, why do you expect people to be inspired by these low-level expectations? 

The corporate smokescreen 

It’s clear that instead of using values as a decision-making and cultural tool, organisations are using them as a front for their corporate image – to project a picture-perfect persona. 

But the reality is, by sticking to the status quo – following the crowd instead of choosing to stand up for what you believe in – your highly-polished persona is simply blending in.  

And that’s going to be a problem. Because in our society’s growing demand for something more, the values of the places we work at, the brands we buy from, and the business we invest in is coming into sharper focus. 

• 58% of people wouldn’t work for a company that doesn’t share their values (LinkedIn, 2023). 

• 90% of consumers prefer brands aligned with their values (Yotpo, 2023). 

• 91% of investors prioritise corporate values alongside traditional factors like dividends (Schwab Modern Wealth Survey, 2022). 

People care about this. And being vanilla is going to do nothing to attract the best talent. It’s not going to inspire and drive greater performance. And it’ll never enhance your reputation. 

It’s time to add some spice and say death to vanilla values.  

Making values your differentiator  

For values to be impactful, they need to be authentic, reflecting the realities of who you are today and driving the behaviours that will help you achieve your big ambitions. 

Here’s how:  

1 – Define your intent 

Before diving in, define what you want your values to do. Stand out in the market? Attract a target audience? Drive business critical behaviours? 

All are valid but having a clear statement of intent will help you stay focused and enable you to question if your values are noise or adding genuine value. 

2 – Find your unique culture 

Your values should reflect your culture and be rooted in who you are today.  

Talk to people to understand the qualities that make you unique.  

At the same time, think about your future goals. Identify any gaps between your current culture and the behaviours needed to reach those goals. Aligning values with your ambitions ensures they stay relevant and drive success. 

3 – Inject creativity 

With a clear picture of who you are and where you want to go, it’s time to create your values. And creativity will be a differentiator from the same old cliché words. Because if you’re saying the same thing, you may as well not say it all! 

We recommend aiming for between 3-5 values. This ranges makes them broad enough to cover key behaviours whilst still being concise and memorable. 

And whether you opt for singular words or short phrases, focus on language that feels distinctive, emotive, inventive, or even unexpected. 

Adding a visual identity can bring your values to life, reinforcing the characteristics of your culture, building an emotional connection and ensuring consistent communication – making your values more memorable, tangible, and engaging. 

4 – Lift off 

Ahead of launch, test your values with a small group of people to make sure they’re clear, believable, and applicable to roles. 

After making any adjustments, it’s time to share them. Whether through a big-bang launch or a more subtle rollout, values should be visible at every level—from company-wide communications to team meetings. 

And Employee Champions can help spread the message, from the ground-up, building credibility and serving as role models for your values. 

5 – Long-term value 

For values to be truly effective, they must live beyond the launch, becoming part of everyday actions. 

They should be visible and felt at every employee touchpoint, from hire-to-retire. If not, people will see them as the same empty words and lose interest… or worse. 

To get started, make use of existing data such as onboarding feedback, engagement insights and leavers interviews to pinpoint any priority areas. From there you can begin to align your processes with your values, creating an authentic experience. 

It’s time for a change 

Nothing great ever came from staying in your comfort zone.  

And whether you’re just starting to define your values or need a complete overhaul, we’ll make your values more than just words on the wall.  

It’s time to break the mould. To make your people stand up and pay attention. To shift behaviour. And drive performance. 

Let’s make work, really work. 

Ah, the work Holiday party – twinkling lights, free booze and a few questionable dance moves. It’s supposed to be the ultimate chance to let loose and connect with your team. But for six in 10 employees with disabilities, chronic health conditions, or neurodivergence, it can just be one more way to feel left out. 

Deloitte’s Disability Inclusion @ Work report dropped a sobering stat – more than half of disabled employees have missed out on work events because of accessibility issues. Think about that for a moment. Wanting to join the fun but being unable to get through the door, literally or figuratively. 

And this isn’t just a party problem. It’s part of a bigger challenge disabled people face every day at work. 

What’s really going on? 

The story Deloitte tells isn’t unique. Home’s The Work Project report shows that globally, disabled employees consistently report having a significantly poorer experience at work compared to their peers.  

They’re less likely to find meaning in their work, less likely to see opportunities for growth, and far less likely to feel heard or valued when they speak up. Many don’t feel comfortable sharing their life experiences with colleagues, and a shocking 54% of disabled people report feeling discriminated against at work. Unsurprisingly, the vast majority of them are job hunting. 

And when we consider the added barriers faced by disabled employees from racially minoritised groups, the stats only get bleaker.  

Here’s the thing – globally, one in six people is disabled. This isn’t a small issue. For too many, exclusion isn’t an occasional inconvenience. It’s a regular part of life. Whether it’s a venue with no wheelchair access, an overwhelming sensory environment, or poorly communicated plans, these barriers send a clear message: this wasn’t designed for you. 

And let’s face it, when someone feels excluded, it’s not just their night that’s impacted. It’s their sense of belonging in the workplace overall. 

I know how it feels 

As someone with ADHD, I know what it’s like to feel out of place in some environments. Overstimulating spaces with blaring music make me feel cut off because I can’t hear or focus on conversations. Unclear plans about what’s happening, when and what we’re eating, or how long the event will last can leave me feeling anxious the entire night.  

Then there’s the expectation to find the perfect balance between “relaxed” and “professional.” For me, masking ADHD traits is always a challenge, and the mix of alcohol, informality, and the pressure to “have fun” only makes it harder. 

Thankfully, I now work with a genuinely lovely, inclusive team, but I’ve spent many years navigating parties that were just plain hard work.  

Make your event more inclusive 

So, how do we make the magic of the season work for everyone? Here are a few practical tips. 

• Listen to your people. Involve Employee Resource Groups or similar reps in the planning process-they’ll offer valuable insight. And don’t forget to ask for feedback after the event to improve next time.

• Pick an accessible venue. Choose a location that’s easy to enter, navigate, and has accessible facilities like bathrooms. And don’t forget the catering – cover all dietary needs, from allergies to cultural or personal preferences. 

• Be sensory-friendly. Keep the music at a reasonable volume, skip the strobe lights, and offer a quiet space where people can recharge. You might also try having different phases to your event – a quieter coffee-and-cake start for those who don’t want the noise and booze, followed by something livelier for those who do. 

• Share the details early. Let everyone know what to expect. Include accessibility information in the invite and clarify that participation isn’t mandatory. Most people, disabled or not, dread compulsory fun. Let them know it’s okay to dip in for a bit or skip altogether. 

These changes aren’t hard or expensive, but they can be the difference between someone feeling part of the team or left out entirely. 

It’s about more than parties 

Let’s be real. Inclusion doesn’t start or stop with the holidays. If someone feels excluded at the work party, chances are they’ve been feeling that way all year. Making events accessible is just one part of creating a culture where everyone belongs.  

So, as you’re stringing up the fairy lights and planning the playlist, take a moment to think about what inclusion means. Because when everyone feels welcome, that’s when the real magic happens.