Nearly everyone will agree that there is great business leverage in warranted, positive cultural change. And then often the conversation. . . just. . .stops. We may meet and come up with a mission statement. We may put up posters. It may be a featured article in the newsletter. . .and then. . .really. . .nothing happens. The result? The culture doesn't change.
So, what does it take to change culture? 6 "P's."
People: Unless the organization is dedicated to its workforce and recognizes the importance of the individual, positive change will not occur.
Power: Often existing cultures have not been directed, but are the result of laissez faire leadership - and while this doesn't sound that stable - to change it requires a proverbial act of God. No cultural change will happen unless it is initiated, or minimally, endorsed, by the leadership of the company. No cultural change will occur unless the bulk of the enterprise is persuaded by the active participation by the leadership of the enterprise.
Persistence: "We've done the prescribed team meeting. We've hung the posters. We've worn the lapel pins. What else is there to do ?" Cultural change only happens when the messaging is repeated again and again. . .over a prolonged period of time. In the marketing world there is an adage that a message must be heard at least seven times before it is even recognized. Why would we think the workplace is any different? By our messaging, but more important, by our actions, we must not only be consistent, but persistent.
And while talking about messaging; let's not allow signs, articles, posters and swag to take the place of that which is most meaningful. Culture will not change unless it is a subject of repeated face to face conversation.
Patience: The current culture did not happen overnight - it is not going to change overnight. Some people will get on board more readily - others will be more resistant. It seems like you've taken giant steps forward. . .and then there is a backsliding. It takes time. . .lots of time. . .to make important, cultural changes (See persistence above).
Pay-Out: "What's in it for me?" Cultural change must result in something positive for every member of the organization. This is the "Why?" So not only must we be clear as to why we are initiating change, but in that rationale must be the explanation of how every team member benefits. And along the way, while we are being persistent and patient - we have to celebrate the achievement when team members start to reap the benefits. Which brings us back to. . .
People: This is the starting and the culmination point. We must organically recognize that people ultimately are the reason we do anything at all. If we permit task to over-ride the priority of people, we are culturally lost. If we allow ego to take the place of team, we have failed as leaders. Positive culture is rooted in the importance of people to the enterprise.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
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