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Organisational culture is a concept that features in leading business journals, occupies the minds of leaders and is perpetuated in workplace lunchroom conversations. Yet, positively shaping such an intangible asset remains one of the greatest challenges for any business. With a focus on the professional development of every individual in the organisation, A.G. Coombs is cultivating a culture that provides an environment for individuals to flourish.
Organisational culture can be succinctly defined as a shared set of beliefs, values and behaviours within an organisation. While it’s not a physical entity like a building or a product, organisational culture’s impact on employee engagement, brand perception, customer satisfaction and business growth is very real. Enter the ‘A.G. Coombs way.’
When the Managing Director has a mandate of interviewing and engaging with every individual that joins the company, it’s not surprising that the
A.G. Coombs’ culture cascades from the top. A.G. Coombs Managing Director, Russell Telford reflects on a culture that attracts – and develops
–the best talent.
“There’s a lot of inherent DNA in the way A.G. Coombs works to support the growth of our people. We’ve taken on the ownership of developing people across different layers, understanding that people typically undertake a journey with their career development. We know this personal growth is
a critical part of a healthy culture.”
The foundation pillars
Russell and the Executive Management team champion the A.G. Coombs three pillar leadership approach: Role model behaviour, peer influence and leading others.
The belief within A.G. Coombs is that every individual is capable of role model behaviour, regardless of where one sits on the organisational chart. Leading by example, maintaining or setting standards and respectful collaboration are cultural expectations for all staff, creating a ripple effect with far-reaching impact across the A.G. Coombs network of personnel, industry partners and clients.
The second pillar of peer influence shines a light on self-awareness and an understanding of what the individual brings to their team and the wider organisation. This encourages individuals to reflect on how their features, attributes and behaviours can contribute to improved communication, stronger collaboration, increased trust and team success.
Peer influence is seen as an important cultural glue which leads organically into the third pillar of leadership. Here, A.G. Coombs reinforces a leadership mindset where true leadership is viewed as the ability to create an environment for others to thrive and achieve their personal best. These pillars form an engrained tenet that drives organisational purpose through personal self-development — all within a fully-supported culture.
“Leadership skills and responsibilities make people better in and out of work. We put alot of emphasis on personal development as well as teaching professional skills… its about providing a framework that allows individuals to reach their personal best.”
Russell Telford
Managing Director, A.G. Coombs Group
A tailored fit
The A.G. Coombs supportive ecosystem recognises that learning is not a one-size-fits-all approach. As part of the A.G. Coombs Apprenticeship Program, applicants undergo a learning diagnostic before they commence with the company to provide the Learning and Development team with insights into their individual learning style.
“A.G. Coombs has always had an industry-leading apprenticeship program, so we looked to build on the program by tailoring the learning for each apprentice, allowing us to meet the needs and style of the individual,” says Claire Bennett, Manager of Learning and Development at A.G. Coombs.
Typically an afterthought in many industries, soft skills development has been brought to the forefront at A.G. Coombs. All staff have access to transferable skills training with the Australian Institute of Management – an initiative that provides the tools to develop an individual’s people skills.
The enhancement of these professional attributes – such as presenting to an audience, leading teams or navigating difficult conversations – provides an opportunity for everyone within A.G. Coombs to build their emotional intelligence (EQ). Growth in self-confidence, the ability to effectively work in collaborative teams and the skills to successfully engage with clients are consistent outcomes.
The empathic leader
A.G. Coombs has introduced the notion of ‘High Performance Mindfulness’ across the company. This forms part of a revamped Executive Development Program, a recently-introduced Emerging Leaders Program and a revitalised Leading Edge Program. Key elements of these leadership programs have been integrated within the Graduate Program, Apprentice Program and Business Excellence Program – all drawn together within the A.G. Coombs Leadership Academy framework.
A.G. Coombs draws on professional development training from around the world. What may not appear to be an obvious leadership course, the Yale Science of Well-Being Program offered by A.G. Coombs presents a series of challenges designed to build more productive habits and increase the happiness of participants. This notion of the whole person – the entire self – is threaded through all skills, learning and development programs
at A.G. Coombs.
The A.G. Coombs culture supports the belief that leadership is an ongoing journey rather than a one-off course.
Point of difference
In the face of challenging industry skills shortages, A.G. Coombs is forging its own path, taking the development of every individual as an embedded cultural ethos.
Having created an environment that cultivates personal growth and development, A.G. Coombs has a supportive roadmap for career success for those with an appetite to learn – an approach that perpetuates the cycle of positive experiences, ongoing learning and a high performing culture.
“People talk a lot about culture, and it’s only when you see the high performance culture at A.G. Coombs that you realise how unique it is in our industry,” adds Claire. “It’s a culture that promotes getting the best out of yourself and bringing your best self to work each day. That’s a company people want to work for.”
This article originally appeared in BE – Building Efficiency 2024-2025 magazine.
