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Leading any change in a complex organization can be confusing. This is especially so when changing a culture. However, much of the messiness and many of the common mistakes can be “headed off at the pass” by paying attention to some key principles from the start. As clients create detailed plans (blueprints) for their culture change efforts, these basic principles help ensure success.
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> The senior team must be aligned and supportive. For change to succeed in today’s hierarchical organizations, a team of powerful senior leaders, who trust each other and are deeply committed to changing things, must lead the way. A lone ranger leader cannot effectively sponsor change in a complex organization. It must be a team. (return to top) > People must “wake up” to the need for change. Without a powerful wake-up call — a strong case for change — senior leaders will have little to no success at eliminating the complacency that exists in most large, bureaucratic organizations. (return to top) > Lead with a vision that provides focus and inspiration. A clear, concrete word-picture that helps everyone “see” the best of what the culture could be will provide inspiration and energy for change. People will go the extra mile to make it real, to live it. Too often what passes for “vision” is a dull statement about “maximizing shareholder value” or “being the preeminent firm” which inspires no one below the officers (and usually not even them). A vision that motivates must be linked to the most deeply held aspirations and values of the organization’s members. (return to top) |
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| > Let the vision — not policies and procedures — shape choices and actions. Leaders must state the vision that they and the company will use as guides in every decision and action. The vision and the values underlying it must replace policies and procedures as the way an organization governs itself or it is doomed to bureaucratic sluggishness and low motivation. People at all levels can, and usually will, make the best decisions if they have internalized the values. And, they’ll grow and develop by taking an increased level of responsibility. An all-too-common mistake is to over-manage and over-control peoples’ choices. (return to top) |
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| > Drill down into the details. Every architect uses blueprints as the way of making sure all the design elements fit together. And every change effort needs lots of attention to detail. The details are where implementation happens and where conflicts and confusions must be resolved. A blueprint to guide culture change must be co-created by representatives of all stakeholders involved, to ensure that every viewpoint is considered up-front. This will often remove much resistance before it arises. People don’t mind change as much when they are part of making it happen. They do mind change when someone else is doing it to them. (return to top) > Increase communication by a factor of 10. 10X communication is the most powerful way to build commitment, deal with resistance to change, leverage learning and keep momentum going. Senior leaders and managers must work harder than ever before on truly listening, networking, talking about the case for change and the vision, and asking for others’ commitment. T-shirts, balloons, laminated wallet cards and video speeches just don’t cut it. At best they are ignored, at worst they increase cynicism. If it seems like the next “flavor-of-the-month”, it will be. (return to top) > Make a break with the past. Individuals must change before organizations can. And individuals need to do two things to really change. First, they must say goodbye to the past — old ways of thinking, working, and relating. Second, they must adopt new ways, and do that as fast as possible. People may need new mindsets, skills and tools for handling the increasing amount of change coming at them…and for rediscovering their creativity and courage. This takes training and coaching that’s as powerful as the changes they’re experiencing. (return to top) |
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> Use every opportunity to develop more leadership. A culture change process is an ideal laboratory for helping leaders learn and grow. Every leader or manager is responsible for implementing some aspect of the vision, and can benefit greatly from training and coaching in the skills of leading change. Let’s face it, these days this is the core competency of effective leaders. (return to top) > Build momentum by creating early successes. A long-term change effort will lose steam if there are not clear signs of early progress. Any blueprint for change must build in some short-term successes: quick-hits and dramatic changes that demonstrate the reality of the vision. Plan them in just as NASA builds in booster rockets to their launch vehicles. (return to top) > Ensure alignment of systems, structures and work processes. In every organization, it’s a sure bet that there are ways of dealing with information, power, decision making, performance management and resource allocation (among many others) that work at cross-purposes with the behaviors required by the cultural vision. These must be intentionally redesigned to support the new way of getting work done. (return to top) > Take risks and Play To Win! Contrary to popular belief, managing change is not a mechanical exercise — forget the image of executives pulling levers from the safety of mahogany row. Think of art instead of science. There is often high ambiguity and powerful emotions involved. It requires guts and perseverance and it’s often no fun. The bottom line is…change requires leadership, not management. (return to top) |
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