Cultural change within your organisation
On a daily basis we hear strategists debate a hot issue within a lot of companies: cultural change. Everyone claims to sell the holy grail of solutions, but in reality results are very rarely monitored, employees already sigh at the idea, and nothing really changes. What is culture really? Culture is our collective behaviour. Leadership influences culture, but once a culture has been established, it is tough to change. Change requires much more than just effective leadership. The main ingredient is having a good understanding of human development and behavioural change. Leadership change requires the same, as you can read elsewhere on this website. We help leaders and HR professionals with setting up structural feedforward processes that stimulate human change. Reciprocity lays at its foundation so everyone is willing to change.
First and foremost, culture is not kept by the organisation itself, but by the people within the organisation. A leader who singlehandedly wants to influence that culture will quickly hit a wall. ASK your people first what they think culture is. CHALLENGE them to come up with ideas to improve it. STIMULATE them to be part of that change. Now you have an idea of your company’s culture from the perspective of your stakeholders. But how do you get from there, to a new situation? Through a structural process of feedforwarding that stimulates continuous improvement. And once again that requires courage, modesty and discipline. By measuring the outcomes, you can hide no longer. People cannot complain, because the process offers no space for that. It’s an individual approach, fused with the overall process.
Nothing but positivity then?
The process only indicates what the collective wants, how it can get there, and what talents can be used to get there. It requires a lot from everyone involved. It also shows quite clearly who cannot or do not want to improve. Painfully clear even. Therefore it also requires decisive coordination, able to harvest the bad apples and place them outside the company. It requires leadership that is inspiring, a good example, and able to follow the process. Reciprocity creates space for vulnerability and safety among employees, which is crucial in developing companies. Interested? Give us a call for a personal introduction and explanation, or read ‘Save the Alpha Wolf’.