Over seventy-five percent of culture change efforts fail. Many culture change initiatives started out with compelling rationales, committed leaders, and zealous launches only to have the wheels come off the wagon before promise could yield payoff.
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In a rapidly changing world, every leader needs to understand how to effectively guide organizational change. Change may be necessary for many reasons, such as meeting new customer demands; implementing a strategic plan; upgrading technology systems; or coping with challenges. Leaders often wonder how to promote buy-in and engagement during what is sometimes a difficult process. This webinar for staff and board members will focus on: principles of change; understanding how people react to change; common mistakes and how to avoid them; working with resistance; and maintaining open communication. You will learn practical tips and be introduced to resources for further learning.
A Hero's Journey perspective on guiding organizational change and transformation and comparison to traditional change management approaches, including aspects of motivation, emotions, positive focus and alignment with the organization's core ideas and strategy. Extensive use of organizational change journey mapping and narratives in leadership. A proposal for epic servant leadership as the ideal guide for organizational change journeys.
Future State point of view on what is takes for leaders to successfully execute change in their organization, and bring their employees along in an engaged way.
Leadership and change management to succeed in process improvementKailiford
This workshop was dedicated to the driving forces of behavioural change and leadership; to maximise skills required to deliver on process improvement and culture change initiatives.
In a rapidly changing world, every leader needs to understand how to effectively guide organizational change. Change may be necessary for many reasons, such as meeting new customer demands; implementing a strategic plan; upgrading technology systems; or coping with challenges. Leaders often wonder how to promote buy-in and engagement during what is sometimes a difficult process. This webinar for staff and board members will focus on: principles of change; understanding how people react to change; common mistakes and how to avoid them; working with resistance; and maintaining open communication. You will learn practical tips and be introduced to resources for further learning.
A Hero's Journey perspective on guiding organizational change and transformation and comparison to traditional change management approaches, including aspects of motivation, emotions, positive focus and alignment with the organization's core ideas and strategy. Extensive use of organizational change journey mapping and narratives in leadership. A proposal for epic servant leadership as the ideal guide for organizational change journeys.
Future State point of view on what is takes for leaders to successfully execute change in their organization, and bring their employees along in an engaged way.
Understanding, Initiating and Managing Change by Catherine AdenleCatherine Adenle
Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation.
#changemanagement #managingchange
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Transactional leadership can be summarized simply as transactions between leaders and subordinates, to improve performance. To showcase this in a PPT presentation, is a tough job. Hence, we are showcasing a readymade 80 slides Transactional and Transformational Leadership Development PowerPoint Presentation Slides as it is the one thing that you really don’t want to mess up. With help of our visually appealing PowerPoint presentation you can thereby briefing employees about transactional leadership. Well using our this Transactional and Transformational Leadership PPT deck presentation you can share insights about various types of difference between managers and leaders, leadership vs management, qualities of a good leader, formal and informal leadership, styles of leadership like autocratic, laissez-faire and democratic, trait theory of leadership and many more. You can also train your employees to identify four components of transformational leadership namely inspirational motivation, individual consideration, idealized influence, intellectual stimulation. Besides this, innovative presentation slides like leadership theories, traits and skills, managerial grid, contingency theory, fiedler’s model, path goal theory, SLT, participative decision making are included to make this PowerPoint show more precise. In nut shell, downloading our transactional and transformational leadership development presentation slide deck not only saves your time, but also supports in building future leaders. Quickly get started now and download this amazing PPT deck example.Transcend barriers with your thoughts. Get above it all with our Transactional And Transformational Leadership Development PowerPoint Presentation Slides.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
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This presentation contains 21 critical questions to ask before change management. Before implementing a major change in an organization, to have clarity and a water-tight road map for change, certain critical questions must be asked and answered first. For change to be successful and for it to take hold, rushing into a major change without answering these 21 critical questions to ask before change management will certainly derail the change. These 21 critical questions will help all change agents, experienced and inexperienced, to plan a change in a well structured manner.
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1. Appreciative Inquiry (Cooperrider/Whitney
2. Grief Cycle (Kuebler-Ross)
3. Kotters' Change Model
4. The Change Journey (HUMAP)
5. CFAN's Cyclical Model
6. Theory U (Otto Scharmer)
Ten Reasons People Resist Changeby Rosabeth Moss Kanter 1200 .docxmehek4
Ten Reasons People Resist Change
by Rosabeth Moss Kanter | 12:00 PM September 25, 2012
Harvard Business Review
Leadership is about change, but what is a leader to do when faced with ubiquitous resistance? Resistance to change manifests itself in many ways, from foot-dragging and inertia to petty sabotage to outright rebellions. The best tool for leaders of change is to understand the predictable, universal sources of resistance in each situation and then strategize around them. Here are the ten I've found to be the most common.
Loss of control. Change interferes with autonomy and can make people feel that they've lost control over their territory. It's not just political, as in who has the power. Our sense of self-determination is often the first things to go when faced with a potential change coming from someone else. Smart leaders leave room for those affected by change to make choices. They invite others into the planning, giving them ownership.
Excess uncertainty. If change feels like walking off a cliff blindfolded, then people will reject it. People will often prefer to remain mired in misery than to head toward an unknown. As the saying goes, "Better the devil you know than the devil you don't know." To overcome inertia requires a sense of safety as well as an inspiring vision. Leaders should create certainty of process, with clear, simple steps and timetables.
Surprise, surprise! Decisions imposed on people suddenly, with no time to get used to the idea or prepare for the consequences, are generally resisted. It's always easier to say No than to say Yes. Leaders should avoid the temptation to craft changes in secret and then announce them all at once. It's better to plant seeds — that is, to sprinkle hints of what might be coming and seek input.
Everything seems different. Change is meant to bring something different, but how different? We are creatures of habit. Routines become automatic, but change jolts us into consciousness, sometimes in uncomfortable ways. Too many differences can be distracting or confusing. Leaders should try to minimize the number of unrelated differences introduced by a central change. Wherever possible keep things familiar. Remain focused on the important things; avoid change for the sake of change.
Loss of face. By definition, change is a departure from the past. Those people associated with the last version — the one that didn't work, or the one that's being superseded — are likely to be defensive about it. When change involves a big shift of strategic direction, the people responsible for the previous direction dread the perception that they must have been wrong. Leaders can help people maintain dignity by celebrating those elements of the past that are worth honoring, and making it clear that the world has changed. That makes it easier to let go and move on.
Concerns about competence. Can I do it? Change is resisted when it makes people feel stupid. They might express skepticism about whether the new so ...
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Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation.
#changemanagement #managingchange
Transactional And Transformational Leadership Development PowerPoint Presenta...SlideTeam
Transactional leadership can be summarized simply as transactions between leaders and subordinates, to improve performance. To showcase this in a PPT presentation, is a tough job. Hence, we are showcasing a readymade 80 slides Transactional and Transformational Leadership Development PowerPoint Presentation Slides as it is the one thing that you really don’t want to mess up. With help of our visually appealing PowerPoint presentation you can thereby briefing employees about transactional leadership. Well using our this Transactional and Transformational Leadership PPT deck presentation you can share insights about various types of difference between managers and leaders, leadership vs management, qualities of a good leader, formal and informal leadership, styles of leadership like autocratic, laissez-faire and democratic, trait theory of leadership and many more. You can also train your employees to identify four components of transformational leadership namely inspirational motivation, individual consideration, idealized influence, intellectual stimulation. Besides this, innovative presentation slides like leadership theories, traits and skills, managerial grid, contingency theory, fiedler’s model, path goal theory, SLT, participative decision making are included to make this PowerPoint show more precise. In nut shell, downloading our transactional and transformational leadership development presentation slide deck not only saves your time, but also supports in building future leaders. Quickly get started now and download this amazing PPT deck example.Transcend barriers with your thoughts. Get above it all with our Transactional And Transformational Leadership Development PowerPoint Presentation Slides.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
We all know, instinctively, the power of effective leadership. We know it when we see it. It is much harder to describe it, measure it and create it: leadership can seem like a black box. Yet this needn’t be so. Great leadership can be defined explicitly; can be measured and can be acquired.
21 Critical Questions to Ask before Change ManagementCatherine Adenle
This presentation contains 21 critical questions to ask before change management. Before implementing a major change in an organization, to have clarity and a water-tight road map for change, certain critical questions must be asked and answered first. For change to be successful and for it to take hold, rushing into a major change without answering these 21 critical questions to ask before change management will certainly derail the change. These 21 critical questions will help all change agents, experienced and inexperienced, to plan a change in a well structured manner.
Six different models on how to work in change processes:
1. Appreciative Inquiry (Cooperrider/Whitney
2. Grief Cycle (Kuebler-Ross)
3. Kotters' Change Model
4. The Change Journey (HUMAP)
5. CFAN's Cyclical Model
6. Theory U (Otto Scharmer)
Ten Reasons People Resist Changeby Rosabeth Moss Kanter 1200 .docxmehek4
Ten Reasons People Resist Change
by Rosabeth Moss Kanter | 12:00 PM September 25, 2012
Harvard Business Review
Leadership is about change, but what is a leader to do when faced with ubiquitous resistance? Resistance to change manifests itself in many ways, from foot-dragging and inertia to petty sabotage to outright rebellions. The best tool for leaders of change is to understand the predictable, universal sources of resistance in each situation and then strategize around them. Here are the ten I've found to be the most common.
Loss of control. Change interferes with autonomy and can make people feel that they've lost control over their territory. It's not just political, as in who has the power. Our sense of self-determination is often the first things to go when faced with a potential change coming from someone else. Smart leaders leave room for those affected by change to make choices. They invite others into the planning, giving them ownership.
Excess uncertainty. If change feels like walking off a cliff blindfolded, then people will reject it. People will often prefer to remain mired in misery than to head toward an unknown. As the saying goes, "Better the devil you know than the devil you don't know." To overcome inertia requires a sense of safety as well as an inspiring vision. Leaders should create certainty of process, with clear, simple steps and timetables.
Surprise, surprise! Decisions imposed on people suddenly, with no time to get used to the idea or prepare for the consequences, are generally resisted. It's always easier to say No than to say Yes. Leaders should avoid the temptation to craft changes in secret and then announce them all at once. It's better to plant seeds — that is, to sprinkle hints of what might be coming and seek input.
Everything seems different. Change is meant to bring something different, but how different? We are creatures of habit. Routines become automatic, but change jolts us into consciousness, sometimes in uncomfortable ways. Too many differences can be distracting or confusing. Leaders should try to minimize the number of unrelated differences introduced by a central change. Wherever possible keep things familiar. Remain focused on the important things; avoid change for the sake of change.
Loss of face. By definition, change is a departure from the past. Those people associated with the last version — the one that didn't work, or the one that's being superseded — are likely to be defensive about it. When change involves a big shift of strategic direction, the people responsible for the previous direction dread the perception that they must have been wrong. Leaders can help people maintain dignity by celebrating those elements of the past that are worth honoring, and making it clear that the world has changed. That makes it easier to let go and move on.
Concerns about competence. Can I do it? Change is resisted when it makes people feel stupid. They might express skepticism about whether the new so ...
Dyon tucker - 10 principles of strategic leadershipdyontucker
Dyon tucker strive to provide our employees a safe, clean, fulfilling and enjoyable environment which allows them to achieve business results and personal career development.
Great leaders come in all shapes and sizes, genders and cultures, but they all possess many of the qualities I’ve highlighted in the Think Oak A to Z of Leadership Qualities
Errors are not inevitable. With awareness and skill, they can be avoided or at least greatly mitigated. The key lies in understanding why organizations resist needed change, what exactly is the multistage process that can overcome destructive inertia, and, most of all, how the leadership that is required to drive that process in a socially healthy way means more than good management.
A look into the complexities of managing change, the various forms of resistance, and suggestions for leadership trying to get their staff to work with them to move the company forward.
It’s hard to sustain the top management balancing act. The ability to achieve and maintain the balance between opposing tensions is a critical skill for top managers. We discuss the balancing role, the challenge of identifying and developing this skill, and some ideas about finding balance.
Leadership on the Line: Staying Alive Through The Dangers of LeadingChris Hengstenberg
Notes taken from the book authored by Ronald Heifetz and Martin Linskey.
Heifetz, R., & Linsky, M. (2002). Leadership on the line: Staying alive through the dangers of leading. Boston, Mass.: Harvard Business School Press.
Thank you to the authors for creating a work so enduring and so enlightening. Even after 12 years, the message in this piece still rings true.
Change management refers to the process of planning, implementing, and controlling organizational changes in order to ensure successful adoption and minimize resistance. It involves identifying the need for change, creating a strategy, communicating with stakeholders, and supporting individuals and teams through the transition. The aim is to mitigate disruptions, maintain productivity, and maximize the benefits of change initiatives. All of these activities require a great deal of expertise and skillsets in order to achieve expected outcomes.
It is crucial for leaders to effectively develop these skills to effectively manage change in an organizational setting. Change is inevitable and leaders must be able to navigate and adapt to change and take their team along to ensure organizational success. By developing change management skills, leaders can effectively lead their teams through transitions, minimize resistance, and maintain employee engagement and motivation. Also, change often comes with uncertainty and resistance among employees. Without the right skills, leaders may struggle to effectively communicate the rationale behind the change, address concerns, and build trust with their teams to create a positive and supportive environment that encourages employee participation and reduces resistance.
This presentation is designed in accordance with leading corp trainers of india to help you develop your change management skills to lead your teams through transitions, minimize resistance, and foster employee engagement and motivation. Focus on building the skills mentioned in the slides to adapt and navigate through challenging situations effectively.
Auraa Image Management and Consulting (AIM&C), a premier corporate training firm in India, specializes in a comprehensive range of corporate services, including Executive Presence, Leadership Skills, Professional Dressing and Grooming, Luxury Selling Skills, Communication skills, Personal branding, etc. With an unwavering commitment to excellence, AIM&C has transformed the lives of numerous clients across various leadership levels. Ms. Samira Gupta, Founder of AIM&C and the best corporate trainer in India, comes with a vast experience of 25+ years in the corporate world in various leadership roles and almost a decade-long experience in Leadership Training, Executive Presence Coaching, and Image Consulting. Partner with us to train your teams to enhance their skillsets and gain the right guidance to effectively communicate the rationale behind change, address concerns, and build trust, creating a positive and supportive environment for adopting new growth-oriented changes in your organization. Embrace change and unlock your leadership potential with us.
To avail these corporate training services in India, contact us at samira@auraaimage.com/nayanika@auraaimage.com or visit www.auraaimage.com. You can also call us at +91 9958934766 or +91 7830222285.
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The Hazards of Leading Culture Change (a ChangeThis manifesto by Chip R. Bell & John R. Patterson)
1. ChangeThis
The Hazards
of Leading
Culture Change
Chip R. Bell and
John R. Patterson
No 61.02 Info 1/12
2. ChangeThis
O ver seventy-five percent of culture change efforts fail.
Many culture change initiatives started out with compelling
rationales, committed leaders, and zealous launches only to have
the wheels come off the wagon before promise could yield payoff.
When great starts have poor endings, it can leave change pioneers disappointed, hard working
organizers disheartened, and skeptics with proof they were correct all along. It makes the next
initiative more challenging to launch and the next set of resistors more defiant. However, without
needed change the organization risks losing its competitive advantage. Losing its edge makes
it harder to attract and retain the best talent and resources, and in today’s economy, the death
knell begins.
Planned change takes courage and tenacity. Even organizations with a burning platform, effective
leaders, and well-crafted plans can sometimes miss the mark because they fail to recognize early
signals that the seeds for derailment are being sown, or they fail to realize the power of the signals
they are sending via decisions that are unsupportive of the culture change commitment. Derailment
is much more likely during periods of organizational anxiety from economic challenge, organiza-
tional shift (like a major merger or new competitor), or a change in senior leadership. However, these
high profile hazards are easier to spot and therefore simpler to combat. It is the more subtle shifts
that can do the most damage before their presence is even noticed.
Spotting derailment hazards quickly and taking the steps to counter their influence can often
mean the difference between a great intention and a superior impact. The lessons learned from
successful and unsuccessful efforts can be instructive to leaders eager to get a return on their
emotional and economic investment. Below are some of the more menacing hazards that can wreck
a well-intentioned change effort.
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3. ChangeThis
The Appeal of Tactic Overcomes the Power of Strategy
Culture change requires a compelling vision and a clear set of strategies. It also takes concrete
tactics. A vision or aim is the picture of the destination, strategies are the major areas of concentra-
tion that must be coordinated and managed, and tactics are the myriad of actions needed to
implement a particular strategy. A military unit might have as a vision or aim to gain supremacy
over a particular piece of geography. Strategies might include calculated deployment of troops,
management of air support, an initiative to divert or surprise the enemy, coordination with
allies, etc. Tactics might include insuring supplies are where they are needed, inserting intelligence
units in advance, or determining specific communications protocols.
Execution is centered on carrying out tactics. Battles are won or lost by the effectiveness of troops
on the ground, the accuracy of air strikes, or the adequacy of supplies. When we watch a war movie,
most of what puts us on the edge of our seats is the execution of tactics. Tactics are vital, but tactics
are also seductive. When executors—whether on the battlefield, in the boardroom, or on the factory
floor—get so enamored with tactics that they lose sight of the vision and strategies, they can wind
up being highly efficient (doing things right) yet highly ineffective (doing the wrong things). Culture
change champions with a map and a compass focused on what can be are transformed into culture
change mechanics with a wrench repairing what is.
Losing the bigger picture dooms the effort to becoming a victim to the swirl of minutia and swallowed
up by organizational politics. Unplug the tactics from the strategy and they simply become tasks
on a “to do” list. Tactics without a connection to a substantive strategy doom the strategy, and
ultimately the vision, but not the tactic. Energy is invested but progress is imaginary.
No 61.02 Info 3/12
4. ChangeThis
The Critically Urgent Erases the Long Term Necessary
“When you are up to your backside in alligators,” goes the oft-quoted line, “it is hard to remember
you were there to drain the swamp.” Organizations under pressure are fraught with alligators—
those seemingly never ceasing crises that keep leaders up at night. But, if all the energy goes into
simply fighting alligators, there will always be alligators. Culture change is about focusing on
source, not symptom—cause, not contest.
Focusing on the critically urgent is enticing because it is easy to see immediate results. It gives
leaders a feeling of progress and a sense of accomplishment. Leaders think they are “on top of it”
and “taking care of business.” When customers are in the “critically urgent” mix, it can be particularly
seductive. Customers do not call for a better culture, they cry for immediate repair to their concern.
Transient symptoms, not systemic problems, get leader energy. Putting out a customer fire may
quiet a complaint, but it rarely abolishes the arson.
Culture change is about focusing on source,
not symptom—cause, not contest.
However, the illusion of advancement is far worse than none at all. Unless the leader sees the link
between “alligator fighting” and “swamp drainage” they will remain in a maintenance mode and very
little will change. Culture change takes “big picture” thinking and “make the link” communication.
It requires a reaffirmation of the “why,” not just a reminder of the “what” and “how.” It takes leaders
with a cause, not just leaders with a command. It takes leaders who make the time needed to sustain,
as well as reinforce, the culture change message and keep initiatives alive and well—above the
surrounding clash of alligator fighting.
No 61.02 Info 4/12
5. ChangeThis
Elegant Plans Convince Us Change Is in the Works
Three turtles sat on a log in the edge of the swamp. One decided to jump in. How many are now on
the log? Nope, there are still three. Deciding and doing are not the same thing. Until you execute
them, all decisions are just plain old intentions. Execution—putting skin in the game—is the true test
of commitment. “I believe, I support, I approve” are all just weasel words unless they are coupled
with visible demonstration.
Working with senior leaders in major organizations who struggle with the arduous journey of culture
change, we are frequently reminded of what our mothers told us about “the road to hell.” Creating
a great, compelling service vision is important. Crafting clear, customer-focused service standards
and norms are vital. Selecting people with a service attitude is major. Training people in how to
deliver great service (or how to effectively lead those who serve) is crucial. Determining the metrics
and indicators of great service is imperative. But, in the end, all the planning and preparing is “just
getting ready to.” Plans, no matter how elegant and well charted, are simply maps of a journey yet
to be taken.
Until you execute them, all decisions are
just plain old intentions. Execution—
putting skin in the game—is the true test
of commitment.
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6. ChangeThis
The Familiar and Comfortable Rule the New and Awkward
Leaders sometimes achieve their positions through competencies other than the superior leadership
of people. Likewise, organizations reward leaders for proficiencies other than people management.
While there are obviously administrative and process management aspects to all culture change
efforts, the core of success comes from the effectiveness of leaders at inspiring, modeling, coaching,
affirming and communicating with people. Consequently, any change effort requires all leaders to
engage in behaviors that don’t always play to their strengths. Leaders naturally want to demonstrate
competence to their associates. Their self-esteem can sometimes cause them to be hesitant to rely on
behaviors that are awkward to them persoanally.
Without hands-on trial and error and confrontation
of outdated behaviors ... employees will not likely
give up obsolete habits.
Sustainable culture change requires a commitment to substantive change methods. Processes and
programs are vital tools that help people learn new skills related to the change. Planned change
without learning support is like giving a kid a new car before he has learned to drive. There might be
excitement and gratitude, but it is a prescription for an unhappy ending. Training that works leaves
people with new skills as well as new perspectives. And sending out a “to all employees” DVD
or colorful brochure associated with the change is just like using that same methodology to teach
a kid with the new car how to drive. Without hands-on trial and error and confrontation of outdated
behaviors—all done with a helpful but unswerving facilitator—employees will not likely give up
No 61.02 Info 6/12
7. ChangeThis
obsolete habits. It also takes careful attention to support the transfer of learning from the classroom
to the work setting. Affirmation and recognition of the required new skills and behaviors by leaders
brings substance and real worldness to the learnings from the classroom.
If there is obvious commitment, a compelling rationale, and iron-willed tenacity on the part of the
majority of leaders, culture change is likely to be successful. However, those are a lot of “ifs.” The
“fits and starts” nature of all culture change efforts implies that some things will not work—requiring
a return to the drawing board. Leaders abhor failure, even if it is short-term and results in important
learning. Aversion to failure underscores the necessity for deep-seated belief in the ultimate success
of the culture change effort and a relentless commitment to stay the course, despite initial set-backs
and hiccups. It takes leaders with a purpose they value, not just a plan they implement.
It takes leaders with a purpose they value,
not just a plan they implement.
No 61.02 Info 7/12
8. ChangeThis
Naysayers Have More Proof than Visionaries
Culture change is not only disruptive for employees—it can be equally disruptive for customers.
Change implies “doing things a different way.” Employees do not fast forward from novice to mastery.
There is an inevitable learning curve required. Old ways can die hard—for employees and for custom-
ers. Even if the old way has been a negative to customers, they have learned to deal with it. They also
can harbor some of the same cynicism as employees, and may actually work to sabotage new efforts.
All this provides the cynics and naysayers with clear and present evidence that they were right to
resist the change. Pointing to a temporary setback the uncommitted can, with great confidence and
irrefutable confirmation, call for an immediate return to “the way things have always been done.”
When leaders have even the slightest doubt about the worth of the vision or the correctness of the
strategies, they can acquiesce and soften their resolve before the culture change effort has had a
chance to gain a solid footing.
Leaders Get Tired Before They Get Change
Culture change is hard work and requires enormous patience. Many leaders are by nature impatient
people who think results can be produced with the snap of a finger and completed by the end of
the week. Culture change takes a long time because it is complex and disruptive. Culture change
involves unlearning old habits and acquiring new ways of thinking and behaving. Many employees
have invested years in performing the way they are, typically with great rewards. Getting people
to abandon their old ways and embrace new ones cannot be accomplished through an edict, a
pronouncement, or a “to all employees” memo. And, the larger the organization and more dispersed
the employees, the more challenging and time consuming the change effort.
No 61.02 Info 8/12
9. ChangeThis
Leaders sometimes think their role in a culture change effort is simply an occasional meeting in
which the topic is one of many on the agenda or visiting the troops on special days. Culture
change involves daily actions that can be easily witnessed by employees. Think of the effort this
way: how much leader time is presently devoted each day to efforts related to the budget, the
bottom line, administration or operations. If the culture change effort is not elevated to at least
that level, it will be viewed as an extra, not as the pursuit of a new way of working. Employees
have many priorities competing for their limited time and resources, and the “extras” ultimately
get ignored or left to chance.
Employees are watchers of signals. Signals are read as mirrors of the real truth. When leaders
say “customers come first” and then make decisions to the contrary, the signal says the customer
does not come first. When leaders send out memos advising everyone to cut all unnecessary
costs, employees remember the ill effects customers suffered through from the last round of
expense reductions. They read the memo or conversation about “customers come first” as a lie.
Effective change leaders understand and manage the power of signals. They know that culture
change requires relying on substance as well as symbol. Real change leaders commit to the
long-term nature of the culture change initiative.
Real change leaders commit to the long-term
nature of the culture change initiative.
No 61.02 Info 9/12
10. ChangeThis
Prescription for Leaders
What separates the culture change winners from those that drop out of the race? It starts with a
vision that is clear, compelling and constantly used both as the anchor for judgments and as a lens
for alignment. It takes a set of strategies that, like pieces of a puzzle, fit together to insure aligned,
coordinated management of divergent efforts toward a common end. And, it takes tactics that
support the strategies and contribute to the vision. It also requires the active participation of those
impacted; substantive and continuous communications; alignment of core processes and practices
so they “fit” the vision; and the selection, on-boarding and coaching of employees with the goal
of insuring consistent performance in harmony with the vision.
Bottom line, culture change requires leaders
who are passionately committed to growth
and excellence.
The real make-or-break component, however, is leaders who demonstrate three traits: congruence,
consistency and courage. Congruence means leader actions are in sync with the vision, i.e., they
“walk the talk” under the floodlight that highlights for watchful employees their actions, beliefs, and
values. Modeling is not about on-a-pedestal perfection, it is about leader signage of what is priority.
Consistency suggests leaders stay the course rather than simply engage in superficial pap and
shallow pomp. It is borne out of the fact that the first time a leader acts in sync with the new change
it is viewed by their employees as amusing. The second leader action that is in sync is assumed to
be in response to an edict from on high; the third time as a likely “good soldier” acquiescence. It is
No 61.02 Info 10/12
11. ChangeThis
not until the fourth time employees view consistent action as the possible beginning of something
new. Too often, employees never get to see consistent action beyond the leader’s first or second try.
Courage involves defying the skeptics, recruiting the undecideds, and taking bold steps forward
that depart from the more comfortable and complacent past. It means championing the vision even
in the face of temporary setbacks and defeats. Courage is not about being foolhardy or reckless.
It is a demonstration of character that comes from a deep conviction for what is right and best for
the organization—and those it serves. Courage includes the commitment to working on the culture
change throughout the journey to successful change. It is an acknowledgement that culture change
requires hard work over an extended period of time.
Bottom line, culture change requires leaders who are passionately committed to growth and excel-
lence. John Ellis in his article “Strategy” in the October, 2002 issue of Fast Company wrote: “Here’s
what real business leaders do. They go out and rally the troops, plant the flag, and make a stand.
If the issue is confidence, they conduct themselves confidently. If the issue is trust, they make
their company’s business transparent. If the issue is character, they tell the truth. They do not shirk
responsibility; they assume command. Because a fundamental ingredient of business success is
leadership. And the granular stuff of leadership is courage, conviction, and character.”
No 61.02 Info 11/12
12. ChangeThis
info
About the Author
Chip R. Bell is the founder and senior partner of the Chip Bell Group. John Patterson is the president of
Progressive Insights, Inc., a CBG alliance company. Their newest book is Take Their Breath Away (Wiley, 2009).
They can be reached through taketheirbreathaway.com.
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No 61.02 Info 12/12