Organisational Culture
Digital Gurus

Organisational Culture.

Digital Gurus.

The challenge.

Modern-day customers want easy, convenient, and personalised experiences. So, McDonald’s created their ‘MyMcDonald’s Rewards’ customer app to drive digital adoption, build brand trust and help create lifetime customer loyalty. Technology is changing the way we do things and the way we want to do things; learning should be no different. 

To support the national launch of the app, their Technology Adoption Consultant approached PeopleUnboxed to develop and deliver a series of webinars to engage their UK teams to help drive restaurant advocacy for the app, with a view to educate and excite too.

Ultimately, we were tasked to upskill key employees to become ‘Digital Gurus’, who championed the digital experience for the customer in their restaurants.

McDonald's logo

The solution.

The webinars integrated into the existing learning journey, taking into account the eLearning that formed their initial training, and built upon that.

With a class size of 30 learners, it meant we could positively impact the engagement levels and maximise the opportunities for learners to interact and learn from each other.

In the 10-week period leading up to the app launch, 4 webinars were run per day (across the UK estate) offering a variety of times for employees to choose the most convenient.

We made full use of all virtual learning tools, to maximise engagement and learner experience.

The journey was broken down into 3 paths: Excite, Engage and Embed.

We ended each webinar by asking individuals to make some commitments to becoming a Digital Guru in their restaurant. To make sure these were delivered and upheld, we created a post-session one-pager for them to write down those commitments and display them in their manager’s office to keep front of mind.

Selection of images showing off the Digital Guru UI's on computer screens.
Images showing the training pathway for a McDonalds guru agenda.
An image of a computer monitor showing a McDonalds training session via zoom, with a opening poll pop up on the screen.
An image of a computer monitor displaying a quiz game on kahoot via zoom.
An image of a person sat at a desk, with their laptop in front of them. Surrounding them on the desk is a plant, notebook and a water bottle.

The results.

A bright red hexagon with yellow text inside it saying '5 star rating from EVERY single attendee'.
The title 'More knowledgeable & confident' displayed above a yellow ring that is coloured 93% yellow and 7% red. The words '93% positive' is within the ring.
A bright red hexagon with yellow text inside saying '18% above target for number of Digital Guru's qualified'.
A bright red hexagon with yellow text inside it saying '+60 NPS Score'
A yellow hexagon with red text inside it saying ' Phase 2 of the Digital Guru upskilling journey is rolling out across 2023'

How can we support you with organisational culture?

The 4Ps of Candid Conversations


The “Four Ps” model can help us to plan for a difficult or candid conversation so that both parties find it beneficial.

Learning Outcomes

  • Learn how to plan for a difficult or candid conversation so that both parties find it beneficial
  • Understand how to use the 4Ps to deliver a difficult message
  • Consider how this can help manage under-performance in a structured manner

Assertive Disagreement


When you disagree with someone, it is often best to be direct and clear, as it avoids an unfortunate misunderstanding. People can shy away from disagreement as it can sometimes feel confrontational. The assertive approach introduced in this module helps you to express your disagreement in a professional, constructive manner.

Learning Outcomes

  • Learn what assertiveness is
  • Learn a process to put your case across without getting emotional
  • Provide context for how to use the model in a real-world environment

Thomas-Kilmann Conflict Mode Instrument


Because no two individuals have exactly the same expectations and desires, conflict is a natural part of our interactions with others. This self-test assessment will tell you more about your predominant style of handling conflict and what this means.

Learning Outcomes

  • Provide a starting point for your development
  • Identify your conflict handling style
  • Learn about the five conflict handling modes

AID Feedback Model


Providing feedback that encourages open dialogue and communication enhances your credibility as both a teammate and as a leader. AID is a simple feedback model that can be used for positive moments and those that need corrective action.

Learning Outcomes

  • Learn a simple model for providing feedback
  • Identify your own role in each of the stages
  • Discover the benefits of creating a feedback culture

Action-Centred Leadership


Good managers and leaders should have full command of the three main areas of the Action-Centred Leadership model and should use each of the elements according to the situation.

Learning Outcomes

  • Discover John Adair’s action-centred leadership model
  • Learn how to adapt the model for your own work situation
  • Investigate the danger of becoming out of balance

Question Types


Asking the right question is at the heart of effective communication and information exchange. Using the right questions can improve a whole range of communication skills; the information we receive back (the answer) will depend very much on the type of question we ask.

Learning Outcomes

  • Learn why asking the right question is at the heart of effective communication and information exchange
  • Discover why the right questions in a particular situation can improve a whole range of communication skills

Dr. Mehrabian’s Communication Model


We are always communicating, even when we are not speaking. Other factors communicate what we really think and feel, which can be explained by looking at Albert Mehrabian’s communication model.

Learning Outcomes

  • Learn the impact of mixed messages when communicating
  • Understand that communication is a blend of words, body language and tone

Situational Leadership


Leaders need to tailor their approach based on the person they are coaching, their experience at the task and their level of enthusiasm for completing it.

The ability to adapt your leadership style to cater to different tasks and your people’s needs is called situational leadership.

Learning Outcomes

  • Understand Hersey and Blanchard’s situational leadership model
  • Recognise directive and supportive behaviours
  • Understand the four leadership styles in line with situational leadership
  • Understand the development levels of team members, based on competence and commitment
  • Become confident with flexing your leadership style to the individual and the situation