Transformation with Saberr

The Saberr platofrm is the best way to help managers cascade change agendas to their team as part of their day-to-day schedule. Making top down strategies work from the bottom up.
Photo of Anime De Smet, HRD, Iptor
One of our major challenges was having everyone aligned and clear on their objectives and how these liked to the company objectives. Saberr has transformed that with clear team purpose, goals, retrospectives and 1-1’s.
Annemie De Smet, HRD, Iptor
Photo of Simon Baty
We’ve seen a lot more open dialogue, alignment and a shared understanding of our values. We’re rolling Saberr out to the wider business as a result.
Simon Baty, Head of Fixed Income, NatWest Bank

How we support transformation

Digital transformation, mergers, acquisitions, leadership - whatever change you’re going through the biggest challenge is not the tools and the processes, it’s the people. At Saberr, we understand that transformation is ultimately about changing people’s behaviour. And we’ve got lots of experience in making that process smooth and joined up - let us show you what we mean.

The moments that matter for transformation

Illustration of team meeting agenda with template

Connect to your agenda

It’s important that the tools you use feel connected to the broader agenda - reinforcing key messages in the flow of work. We work with you to make sure you message lands. Our consultants have done hundreds of change programmes for some of the worlds best known businesses.

Make managers the champions of change

If you don’t involve the people at the bottom, the process won’t work. Help managers to take control right from the off with our ready-made meeting templates, interactive team sessions or learning content, specifically designed to help managers understand and solve the challenges of transformation and become a coach for their team - and then feed their experience back to leadership.
Illustration of Saberr's team retrospectives template
Illustration of customising Saberr's platform by adding company values

Maintain momentum

Successful change is as much about clarity as it is about momentum. Customise CoachBot’s nudges, prompts and SmartTips to help reinforce key messages for your change programme and keep conversations between a manager and their team focused on what’s important.

Monitor your success

Use CoachBot’s surveys feature to get a detailed understanding of how employees are feeling throughout the change process and how this might be impacting their performance. Use one of our pre-made surveys specifically designed for transformation programmes or design your own.
Example of Saberr's people & team analytics dashboard
Saberr integrates with Slack, Microsoft Teams, Suite and Outlook

Seamless integrations

Microsoft Teams
Do everything you can do on the Saberr web platform without leaving Microsoft Teams.
Slack
Create agendas and get reminders for upcoming meetings right from inside Slack
Microsoft 365
Seamlessly connects with your Microsoft account
Google Suite
Seamlessly connects with your Google account

It won’t take long to see the results

When managers and teams use Saberr for just 1½ hours a month, there is an average increase of...

+22%

team performance

+12%

employee engagement

+43%

psychological safety

Our philosophy on making change programmes stick

The situation

"Every business is  going through a transformation of sorts".  The comment of a CEO we worked with in 2019.  “Engaging your people in the change process is essential to its success.” According to McKinsey “70% percent of change programs fail to achieve their goals, largely due to employee resistance and lack of management support.”

How can organisations equip and empower leaders at all levels for successful change?

Self leadership

Organisation change requires individual change at scale. Self awareness leads to better team performance. But self awareness must lead to self development, changing behaviours. We need easier ways to understand how we are "showing up" at work and the implications for the change we will go through.

Bain, the consulting group call this the inner game. The recognition that we as individuals are a key part of change. Leaders that master “the inner game” are 2x more likely to achieve ambitions and 3x times more likely to sustain change. Bain

Manager to employee leadership

The role of a manager is critical in their team’s success. 70% of the variance in team engagement is determined by the manager. The power of effective one to one meetings and management in sustaining change is key. These one to ones are both personal to each individual. But they are also consistent in driving consistent communications. Why are we changing? How are we changing? What does this mean for me?

Team Leadership

One to one coaching is necessary but not enough. Collaboration is becoming increasingly important as the problems we try to solve become more complex.

94% of companies say that agility is critical but only 6% of them claim to be very good. At the root of being agile is a focus on the customer and an ability to empower high performing teams.  A team of stars who don’t work well together will be out-performed by a less skilled team with great team cohesion.

We know that team development works. “Out of a variety of organisational change interventions, team development interventions were one of the interventions that had the greatest impact on behavioural and financial measures of performance.”

Macy & Izumi (1993) Results of a meta-analysis of 131 field studies of change over a 30-year period.

The principles of team management are also well established. Defining a shared purpose, setting goals, fostering psychological safety and accountability. But teams are under-served when it comes to the technology and tools to support managers.

Saberr is designed with the team in mind.

Organisational leadership

Transforming a team will have impact. Transforming a team of teams will be transformational. Meaningful relationships between teams are what drive progress. The role of  leaders need to bring clarity, alignment and intensity.

But teams need to make sense of this in their context. Teams need the autonomy to think for themselves and take action.

As Stanley McChrystal writes in his book on creating a team of teams in the US Army

“Each unit was fighting their own fights in their own silos. The specialisation that allowed for breathtaking efficiency became a liability in the face of the unpredictability of the real world…….Our challenge now that we understood it, was to find a way to reshape our structure to create a team-like oneness across an organisation of thousands."

Stakeholder leadership

Change is in the interests of a purpose beyond the individual, team or organisation. Too much change suffers from "inside out" thinking. Individuals and teams fixate on themselves without understanding the wider context.  This creates silos.

Peter Hawkins, describes the power of an "outside in and future back". "By focusing outside in, the team ask who they are there to serve and what stakeholders require from them".  Future back plans are based on historic understanding and future possibilities.

Embedding this thinking in individual & team meetings can create a more cohesive approach as change takes place.

Key takeaways

Successful change and transformation requires human leadership. Technology and tools must reflect the way change happens. Participatory, iterative, team based.

Slack and Microsoft teams are examples of how technology can support collaboration. But none of them support people's development. Managers must become the change coach for their teams.

Read more
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Transformation resources & blogs

Transformation
2
min read
Why you’re failing to change team behaviours at scale
Transformation
2
min read
Three ways of dealing with resistance to change

Ready to start improving your managers?

Schedule an intro call with one of our team.
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