Climbing the ladder as property pioneers.
Today, Rightmove is the UK's leading property website but when The Russell Partnership first stepped through their doors they were a team of less than 15 people. As a start-up looking for growth and scale, they had one big question: how do you build a nimble, high-performance culture when resources are limited?
Rightmove's market cap currently stands at around £4.5 billion - and the work we did is recognised by former CEO and co-founder Ed Williams as a key part of that success.
9.1/10
Average programme rating
64%
Increase in confidence and skill at effective performance discussions
97%
'Agreed' and 'strongly agreed' they felt more aligned with the organisation's culture and behavioural expectations
"I know The Russell Partnership feel part of our success at Rightmove and they have every right to. Their contributions have been instrumental in helping us create the high-performing organisation I envisioned. I thank them for all their support".
Ed Williams, former CEO and Rightmove co-founder
The Solution
Building culture at the point of growth
After an initial piece of consultancy work around sales, we began to work closely with the CEO and executives, a team characterised by their thoughtfulness. The company grew and it was clear that now with a team of nearly 100 people on the verge of a breakthrough, retaining the right culture would be crucial to ongoing success.
After talking to stakeholders across the organisation, we took key values and translated them into six key behaviours. Named 'The Rightmover Way', these were a guide for everyone in the business on the best way to go about their work.
What did we do?
A five-day cultural induction
We then created a 5-day 'Cultural Induction' workshop for every member, at every level. From new joiners to existing team members to the new chairman, everyone took part in this experiential learning to understand, interpret and adopt the behaviours that would lead to consistent culture organisation-wide.
The workshop proved a huge success, creating a culture so strong that it became a filter not just for the current team but prospective employees and business decision-making. We went on to help build internal capability so that the training could continue in-house, providing a further follow-up programme a few years later.
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