How I Became A Corporate Jester

My role, along with many others across Aster, is to make sure that individuals and teams are able to make the changes that are needed across the group, as only then will we continue to move forward in making Aster a great place to work, where people enjoy what they do.

Aster is a big organisation (>1,300 staff and 30,000 properties spread across the south of the UK) and it would be easy for people to have taken part in events such as company away days, and the recent work with Corporate Rebels but not see their lived experience be any different despite what they heard communicated.

Part of my role, alongside that of our Transformation Network (TN) - a group of ~100 colleagues from all levels and areas across the business - and the learning work stream, is speaking to as many colleagues from across the business as possible, to better understand where they are versus where they want to get to, and then helping them to get there.

Challenges

There will be challenges people are coming up against, be that with team structure, policies and procedures, or constraints that they feel are unnecessarily in place.

For some people, the message from the leadership and what the organisation is delivering may not match their daily experience, and it’s important that we recognize this and help them to work through this.

Because my role is across the whole organisation, I have a view of what is happening across directorates in terms of working practices, specific challenges, flexibility, and future plans. Therefore, I hope to be able to signpost people to others who have similar issues, are trying out new things, or are further along the journey.

Corporate Rebels

So...the Corporate Rebels...

...In May, more than 250 managers from across Aster attended an event facilitated by the Corporate Rebels. Part of my role is working with these managers to help them think through better, more effective, more enjoyable ways of working for themselves and their teams.

The topics discussed and conversations had at the Corporate Rebels event permeate through the whole business. They were picked up on at the ‘This Is Aster’ event, and the language (such as [supportive leadership and freedom and trust) is already becoming embedded in conversations, meetings, discussion topics and presentations.

The topics discussed and conversations had at the Corporate Rebels event permeate through the whole business. They were picked up on at the ‘freedom and trust) is already becoming embedded in conversations, meetings, discussion topics and presentations.

Next steps

So Aster continues on its transformation journey, with examples being...

• flexible working well embedded in large parts of the business;
• re-design of office spaces continuing;
• self-managing team experiments underway;
• looking to focus more on talents and mastery than job descriptions

If you want to find out more, feel free to get in touch!

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Tim Goulding is an internal rebel at Aster Group, a housing association with properties across the south of England. He has a broad range of experience, primarily within the financial arena, across the private and public sectors. He loves talking to people about different ways of doing things, and is always learning, so if you want to get in touch and share learning, feel free to connect to him on LinkedIn.