This week, we were delighted to receive a certificate acknowledging the role Vanti played in the RICS West Midlands Project of the Year. Birmingham City University’s Royal Birmingham Conservatoire was awarded the honour at the West Midlands RICS Awards back in May, with this accolade being presented to the scheme which judges deem as demonstrating “overall outstanding best practice and an exemplary commitment to adding value to its local area”.
No matter how much care someone takes with how they give us feedback, it’s often still tough to receive.
Douglas Stone and Sheila Heen have identified three triggers that make feedback hard to hear and therefore make it difficult to find anything potentially helpful in what we’re being told. (This is the third in a short series of posts about how we think of feedback at Vanti. The first was on why we all need feedback, and the second was on how to get the type of feedback you need.)
There is a lot of training out there about how to give feedback. The thing is, often the feedback we receive isn’t given in the way that we’d most like.
(This is the second in a short series of posts about how we look at feedback here at Vanti. The first was about why we need feedback in the first place.)
We’re currently in the middle of performance and development review time at Vanti and I thought it would be good to talk a bit about feedback.
At Vanti, we’re building a culture of constant evolution, but in a non-traditionally hierarchical environment. Over the next few months, we’ll be innovating how we run PDR meetings so that they happen much more organically and regularly. This month, however, we’re doing running a more conventional approach to mark the end of the year.
People at Vanti are super-nice. Supportive, funny, caring… Care is even one of our values – care for clients and care for each other.
This does have an unfortunate side effect: we sometimes find it difficult to talk about hard stuff. This is typical of a company at Green/Organisation-as-family stage.
The two themes of Vanti’s whole company away day last week were clarity and celebration.
Clarity because we’re growing bigger every month and doing a huge variety of complex things, so it’s hard for anyone, newbie or old hand, to keep up.
Celebration because we’re tackling a huge number of questions in how we work (both on the people and system front) and it can be easy to see all the hard bits. Being able to step back and see what is valuable and good in where we’re at is super important.
We’re looking for an incredible, talented Construction Project Manager to help us deliver incredible experiences within the built environment.
This is the fifth post in an intro series detailing the culture change process we’re engaging at Vanti. There’s one on the framework we’re using, one on our strengths, one on big challenges, and one on people-based questions we’re looking at.
Here I’m going to be looking at the system/process questions we’re working on.
In this post, I look at the questions we’re working with connected with the people side of things. The next post will be about system-based stuff (obviously, people vs systems is a false dichotomy, but it helps me to break up this long list so it’s easier to digest…)
We have two big ambitions at Vanti – to create incredible, user-focused digital experiences within the built environment, and to become a beacon tech employer. Reaching those ambitions is not straightforward.