Workplace, Team, Business Meeting

“Mateship is a concept that can be traced back to early colonial times. The harsh environment in which convicts and new settlers found themselves meant that men and women closely relied on each other for all sorts of help. In Australia, a ‘mate’ is more than just a friend. It’s a term that implies a sense of shared experience, mutual respect and unconditional assistance.”(That is straight from the Australian Government website: australia.gov.au).

In a business context, mateship is about being accountable to and supportive of others in a common quest to realise an organisation’s vision, goals and values and so being part of something worthwhile and satisfying in life.

Mateship is about people, not just human resources, and about supporting peoples’ life balance by making work an enjoyable experience properly positioned within our daily lives.

Mateship is not just about blokes – in a modern world, mateship is inclusive, non-discriminatory and about engagement of and with people regardless of gender, ethnicity, sexual orientation or any other personal characteristics that define them as people.

Mateship is about good corporate citizenship engaging effectively and supportively with the communities in which we operate and with which we interact in the course of doing business.

Leading in mateship is about fostering that mateship culture within an organisation.

Our “Leading in mateship” model is based on six principles that define the essential people and culture qualities of high performing organisations:

  1. People are aligned with and motivated by the vision and goals of the organisation.
  2. There is a strong set of values that drive the right behaviours at all levels of the organisation in the performance of work, in the leadership of people and in community engagement.
  3. People understand, trust and actively support the key relationships that drive the success of themselves, their teams and the organisation.
  4. The organisation recognises people as people and actively supports their growth, life balance and wellbeing.
  5. Constructive conversations on performance and development occur on a regular basis and people get the feedback that they need in recognition for achievements and in guidance to continuously improve.
  6. People have a genuine voice in the organisation to offer ideas for improvements and express any concerns, always getting timely and constructive feedback.

The program utilises a number of simple and practical “Materix” tools which deliver:

  1. Clarity about the goals to be achieved at business, team and individual level.
  2. Real time management of performance and development.
  3. Definition of values-based behaviours and integration into everyday activities at work and in the community.
  4. Continuing motivation of people and improvements in performance and corporate citizenship.
  5. Individual, team and organisational accountability for performance, behaviour and reputation.
  6. Effective tools for fair and transparent resolution of differences and conflicts.

This philosophy aligns well with recognised continuous improvement frameworks that focus on people like “Engage for Success” and “Appreciative Inquiry” and it all helps to make better workplaces.