Values in Action with REED WA
Why were we engaged?
Uniting diverse teams and functions under One Reed, with shared purpose and while embedding values that foster growth, belonging, community and sustainability. It wasn’t just about aligning on paper—it was about sharing the stories where each behaviour has been enacted throughout the year.
What we achieved?
Through strategic workshops with the Board and the Executive Leadership team (and countless sticky notes filled with aspirations and insights) we worked together to:
Create a 3-year strategic plan including: theme, defining pillars, smarter goals, enablers and success metrics.
Connect to a new purpose statement at the convergence of the cause they champion, the culture in which they operate and their sector strengths or competence.
Co-design a new set of organisational values to guide their culture and leadership practices:
Partnering with regional families and communities
Creating safe environments where everyone belongs
Supporting each other to grow and evolve
Unlocking sustainability with curiosity and innovation
Under each of these values sits, 3 tangible and practical behaviours which form their competency-led behaviours framework to measure alignment and success
What this made possible?
Their new 3 strategic plan and refreshed purpose and values we launched at the annual REED conference in January 2025, and the energy in the room was electric. Shared stories, renewed vision for the future and a clear pathway forward.
The impact it made:
The process revealed meaningful insights and outcomes:
Benevolence emerged as a defining value, with teams emphasising care, dependability, and heartfelt connections.
Universalism Societal highlighted a commitment to fairness, justice, and equality, inspiring leaders to advocate for inclusivity and social impact.
Achievement underscored their drive for personal and collective growth, with a renewed focus on recognition, excellence, and progress.
42% of staff actively participated in shaping the new values, providing a foundation for greater engagement and alignment.
Leaders reported stronger clarity and confidence in embedding these values into daily practices, fostering a cohesive and purpose-led culture.
Staff engagement: 42% of the organisation actively participated in the co-design process, well above typical benchmarks for such initiatives.
Values alignment: REED WA’s top values—Benevolence, Universalism Societal, and Achievement—resonated strongly across the organization, reflecting both personal and collective aspirations.
Leader alignment: Leaders embraced the new values as a foundation for decision-making, fostering clarity, collaboration, and innovative thinking in their teams.
Cultural clarity: Post-process feedback showed significant improvement in staff understanding of the organizational mission and vision.
