Learning, curiosity, daring
We believe growth comes from learning every day.
We’re curious and we dare to challenge, test, fail fast and pivot.
Diversity, involvement, collaboration
We believe diverse teams find better solutions.
We seek different perspectives, share, involve and help each other succeed.
Trust, integrity, reliability
We believe that trust is key in all our relationships.
We take ownership and pride in delivering with precision and integrity.
Equality, care, humanity
We believe in the unique human ability to understand what matters to people.
We meet everyone at eye level, listen and show that we care.
Our behaviours shape Telenor
The Job to be Done
How can I influence people around me to adopt the four behaviours, so that they are lived and visible in Telenor?
As employees in Telenor, we are all considered leaders irrespective of whether or not we are people managers; we are all empowered to act as leaders and influence people around us using the tactics of this playbook.
1. It all starts with you
as a leader.
If you don’t adopt the behaviours yourself, you will not be credible trying to influence others.
How self-aware are you? Which behaviours do you most strongly demonstrate today?
On our way home from a productive day at the office, most of us think back to what we were able to do and maybe what we need to do the next day.
What if you instead asked yourself:
2. To make others follow you, you need to make a conscious effort.
Even if you as a leader choose to live the four behaviours yourself, people around you will not necessarily start copying you.
To efficiently influence the behaviours of others, you need to make a conscious effort to make them do what you do.
That may entail looking and feeling ridiculous at times.
What can we learn from the Dancing Guy?
In this clip you can see an example of the development of a movement of new behaviours...
...from the first followers over the tipping point in only a few minutes.
There are a few things to learn:
Your actions as a role model
Our four behaviours can be seen as “headlines” for a lot of smaller everyday habits that you as a leader can signal. What would it mean to “dance” in your part of the organisation? Do you see anyone who already dances and can join in, or do you need to start something?
Examples of daily habits:
Smile when you greet people
Be on a first name basis with everyone
Take time to listen actively to other people
Ask people to join for lunch
Give people time and space to be creative
Compliment people for efforts, rather than pointing at mistakes etc.
3. Make decisions that support the behaviours
You have the power to make decisions that influence others. It can have a big or small impact, but everyday decisions add up.
How are your decisions supporting our behaviours?
Make decisions that make it easier
for others to create value
In order to support and signal the new behaviours, what "low-hanging fruit" decisions could you make within your areas of authority?
Example of "low-hanging fruit" decisions:
4. Get feedback
The only way to ensure that you successfully embed the behaviours, is through honest feedback. Who can tell you…
Take practical steps to get this feedback. Invite these people to a setting where you can learn what they think.
30 min team reflection
5. Discuss behaviours
with your team
The behaviours are strong when they are exemplified by an individual, but even stronger when they are being modelled by a group.
We therefore recommend you to discuss the behaviours in your team on a regular basis. At the end of meetings or projects you could ask the team to reflect on how the behaviours were practiced and take away learnings.
Here is a guide for a first 30 min team-reflection.
From behaviours to culture
So, why do we call this a “Culture Playbook” when all we talk about is our behaviours? Because in simple terms culture is about that: “how we do things around here”.
Culture is our shared values and assumptions about what is appropriate to do at the workplace. It is reflected in everything we do as an organisation, ranging from how we collaborate internally to how we treat customers.
However, in a broader sense, culture is also about our shared beliefs, values and mindsets. They drive our behaviour, but are very resistant to be changed. The best way to evolve what members in an organisation think, feel or believe is through shaping their behaviour. When we recognize that we behave differently, we will adjust our cognitive and emotional systems.
When new behaviours become habits, they start affecting values and mindsets and gradually change culture.
Questions and answers
Q: Why do we need these four behaviours?
A: Our behaviours are a set of norms or principles that outline the Telenor culture; how we do things around here. They describe the culture as it is perceived internally and externally (based on comprehensive studies of culture and engagement in Telenor over years), but they are also in part aspirational. Some of the behaviours are intrinsic to Telenor today, others emphasize ways of working that we need to see more of to stay competitive. Rather than instructing people what to think, or publishing a comprehensive guide of do's and don't's, we believe in describing a common set of behaviours that should be reflected in every interaction with Telenor. For our customers, for our employees and for our stakeholders.
Q: Why did we choose these behaviours and not something else, like “always putting the customer first”?
A: Our behaviours are based in part on our heritage and our cultural strengths, and in part on what we need to become as a company and an organisation to stay competitive. Our customer focus is central to our purpose: "Connecting you to what matters most. Empowering societies." and the four behaviours are elements that all need to be present if we are to deliver on that expectation.
Q: We already had four key values, of which two are identical to the new behaviours (be respectful, keep promises). Why couldn't we just keep the old four values that everybody already knows?
A: Telenor's four behavioural values were developed as part of the Telenor brand in 2004, and described how we want to be perceived by customers. The basis of this identity still holds, but the digital world has moved on. Customers are and expect to be in control. They are to a lesser extent looking to Telenor as a guide and guardian in the digital world, and want to explore opportunities themselves - on their own terms. To help our customers get the full benefit of being connected, Telenor employees need to explore with them and collaborate for them. To emphasize this change in mindset and way of working, we've introduced two new behaviours to complement the two values that have now been turned into behaviours.
Q: What is our target? How will we know that the behaviours have been sufficiently adopted in the organisation?
A: Our target is to gradually transform Telenor into an even more innovative and learning organisation, where partnerships and collaboration - both internally and externally - are the norm. Behaviours will be used as a central measurement tool for the People Dialogue, and leaders at all levels are expected to demonstrate behaviours in communication and in action. Culture evolves over time, and behaviours are the elements that drive this evolution.
Q: What is the difference between purpose, behaviours and culture? How do I tell these things apart?
A: Telenor's purpose describes why we exist. It is not a measurable target, but an ambition and our "reason to get up in the morning". Our behaviours are a set of principles describing how we work and interact with each other and the world. Our culture is the sum of our behaviours and will continue to evolve.
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