Here's how you can effectively practice and apply newly learned skills in culture change.

We have a tendency to start running. However, before you start any change or transformation it has to be clear how it contributes to the higher purpose of the organisation. What is the value you deliver and to whom. To avoid running we first organise the so called - WHY sessions. Very helpful to zoom out together with leadership and the team who will guide the change and get a shared understanding of the why behind it. Involve employees/customers/users to get more perspectives in the room and gain understanding if these change are of value. Define the objectives together, make them small. Reflect regularly to celebrate succes and adjust when necessary.

Be sure you know what exactly you are working towards. Do not be side -tracked by change for changes sake. Ensure there are clear goals and objectives Know how you intend to reach these goals. Make sure they are realistic, achievable, and all the other SMART attributes and finally BELIEVE in what you are aiming to achieve knowing it is worthwhile and will make a positive difference.

Changes start at the top. While an organization is not a family but a business, it often runs like one. Good leadership, much like good parenting, requires the responsible use of authority combined with "love". Yes, love has a place in business—think empathy, kindness, and compassion. As a leader, consider the ingredients that make up your leadership authority and those that constitute your leadership "love." These are your values. Now ask yourself, what actions demonstrate your unwavering commitment to bringing those values to life? If you want to change your culture, start with yourself. The rest will follow.

En el mundo de marketing al ser tan dinámico, el aprendizaje continuo es primordial para estar al día en innovación, nuevas practicas culturales e incorporar ideas nuevas de acuerdo al intercambio de información en foros, seminarios, webinars... que aportan a nuestro esfuerzo colaborativo.

Cuidado com armadilhas do up e reskilling, n?o force qualquer meta vinculada ao acelerar conhecimento, isso n?o engaja e ainda pode perder pessoas qualificadas. O melhor programa para preparar as equipes, após realizar a pesquisa de clima, identificar a??es "sabotadoras" da transi??o. Crie um ambiente seguro, invista em profissionais que acreditam na mudan?a.

Continuous learning is essential to organizational change because without it we stagnate and fail to grow as leaders, as individuals, as an organization. And, yuck, who wants to work for an organization that does not promote constant growth? Who wants to work for an organization that suppresses change? Who wants to work for an organization that does not value a commitment towards honoring our full human potential? answer: no one.

I always try to make the most of my learning experiences. Every time I attend a conference or read a book, I try to quickly apply something I’ve learned. This way, ideas come to life and turn into new ways of doing and thinking about things. We can only talk about learning when there is associated change and transformation.

In my opinion, a commitment to continuous learning is fundamental for leading or participating in cultural change initiatives. Organizational culture is dynamic and complex, requiring an adaptive approach. Staying updated with the latest theories and practices allows the application of effective and innovative methods. Reflecting on past experiences and adjusting strategies prevents the repetition of mistakes. Seeking feedback from colleagues and mentors provides valuable perspectives, and participating in professional networks and forums enriches the exchange of experiences and insights, essential for successful and sustainable cultural changes.

A mudan?a de cultura envolve o plantio e o cultivo na vida das pessoas. Ajuda o outro entender que a mudan?a por mais que possa parecer estranha no primeiro momento ou até empolgante é um processo que leva tempo e exige uma estratégica assertiva. O envolvimento de outras pessoas contribui para a expans?o e agilidade no alcance da mudan?a de cultura. Envolva pessoas, amplie idéias, agregue novas perspectivas, a mudan?a de cultura é como uma chama que quando se alastra se torna um grande impacto positivo.

Cuando queremos generar cambios importantes y significativos en la cultura es vital conectar con el ser del otro más allá de alinearse con sus valores, esta el sentir que ese cambio se alinea con mi propósito, que me ayuda a ser un mejor ser humano y a trascender.

People need to understand the 'why' - why are we making change, what does it mean for work and must of all the WIIFM - what's in it for me. Many people can't actually visualise what's ahead - they need more than just words (written and verbal) to guide them, stories, visuals even going to somewhere where similar change has happened really help to take people on the journey. It's so key to remember to meet each person or group where they are - not where you think they may be. Engaging & involving people before, during & beyond changes really help them to stick - to help ensure changes are not just be a flash in the pan or that your people will just hunker down & wait for the pressure to change to pass before going back to the way things were

In simple terms it has to be a collaboration. As for any system if I was to write it in isolation it would be my system and nobody else’s. Work with the people who will be affected by the change.

Concordo que o apoio dos colegas é essencial para que a mudan?a cultural se enraíze. Envolvê-los no processo é crucial, assim como comunicar claramente os benefícios das novas práticas e demonstrar como essas mudan?as se alinham com seus valores e objetivos, o que será um ganho para todos. Facilitar grupos de discuss?o torna o processo mais colaborativo. A resistência costuma ser comum, por isso ser paciente e persistente é fundamental para mostrar como essas novas práticas podem impactar positivamente a vida profissional de todos. O sucesso na implementa??o de mudan?as culturais depende de um ambiente onde todos se sintam parte do processo, aumentando o engajamento e a aceita??o, e tornando a transi??o mais suave e sustentável.

Are you the hairdresser with bad hair? Do you practice what you preach? Do you tell others how to behave, and then do something different? ‘Do as I say, not as I do’ is not the mantra that will inspire others to change. If you want to inspire change, you have to focus in on role modelling. According to psychologist Albert Bandura's Social Learning Theory, people develop by observing others' behaviours and copying them. Bandura found that behaviours tend to "trickle down." In other words, a group takes its cues from its leaders or informal influencers. I have a few blogs on this very subject

Changing your / your team’s culture isn’t an overnight miracle. Caution against being overly ambitious and commit to modelling one behaviour for two weeks. Think of it as agile micro behavior sprints - short and quick returns that will drive motivation and belief in change.

O comportamento modelo é o ponto de partida para a mudan?a de cultura. Pessoas s?o o reflexo dos espelhos que est?o à sua frente, o agente de mudan?a tem que atentar sempre e refletir a mudan?a que almeja implantar em sua equipe e empresa. Pessoas s?o referências, isso contribui muito para as mudan?as culturais. As a??es falam por si só e s?o as melhores incentivadoras e professoras da vida. Ser a mudan?a é o primeiro caminho para a mudan?a de cultura.

Nas minhas intera??es com lideran?as utilizo sempre a frase "Seu comportamento fala t?o alto que n?o consigo ouvir suas palavras" para enfatizar o poder das a??es em rela??o às palavras. Ela sugere que o comportamento de uma pessoa revela mais sobre suas inten??es e caráter do que qualquer coisa que ela possa dizer. Enquanto palavras podem ser manipuladas ou usadas para enganar, a??es s?o mais difíceis de falsificar e geralmente refletem a verdadeira natureza e valores de alguém. Esta ideia nos lembra da importancia de alinhar nossas a??es com nossas palavras, pois s?o nossos comportamentos que realmente definem como somos percebidos pelos outros e estabelecem nossa credibilidade e autenticidade.

To apply new skills in culture change, start by thoroughly understanding the current culture within your organization. Identify and set clear, specific goals for the cultural change you want to achieve. Begin using the new skills in your daily tasks and interactions, integrating them into real-life situations. Seek regular feedback from colleagues and supervisors to gauge the effectiveness of your efforts and understand their impact. Reflect on the feedback and outcomes, making necessary adjustments to improve your approach. Collaborate and communicate with others, sharing your experiences and learning from theirs. This collaborative effort can enhance the overall process and encourage a collective commitment to change.

Leadership and the style of leadership are among the most important aspects to consider. Leaders and management need to be VISIBLY committed and participate in the change. Regularly celebrate milestones. Incorporate feedback mechanisms. Continuous Reinforcement, which is a key component of many change management frameworks such as Kotter's 8-Step Process, Prosci's ADKAR Model, and Lewin's Change Management Model, ensures that the new culture becomes ingrained.

This is the tough part in a busy business but it's needed if the change is to become the DNA of the organisation. Transition to BAU is not an option.

Crea sistemas que permitan que las personas puedan sostener el cambio en sus vidas, en su día a día en el trabajo. Dado que cuando somos nuevos en algo, vamos por una curva de aprendizanje, en la que requerimos ayuda, informacion, guia, acompa?amiento El Liderazgo debe poder ser mentor y coach en los procesos de cambio

Los cambios culturales son permanente, debemso tener una comunicación constante, formación y empoderamiento de los lideres quienes son los principales embajadores de la cultura de las organizaciones. Estar creando acciones disruptivas, que la cultura sea parte de cada acción y forma de hacer las cosas.

The most practical example of reinforce change is the commitment of weight lifters, only by repetition after repetition the results will arrive as expected. Goal is always in their minds, base the changes, rituals and many other things that every day are part of the discipline that engage their mind and body in order to find results to the short or long periods of time. Even if the results are hard to find, the commitment will be there and change will eventually appear. Never give up on discipline routines, they are the best part of growing.

Muito importante,acaba análise, seja do resultado da pesquisa de clima, seja das metas criadas, cada líder precisa repensar em novas a??es, mudan?as de curso, li??es aprendidas e melhoria contínua é a base do sucesso. Sim, para quem me pergunta,mas esse é papel do líder? Sim, quando o líder é bom a opera??o flui, o líder é a pe?a fundamental para troca de cenários e ajuste de rota. Se o líder está mergulhado na opera??o, troque o cargo deste, ele ser deve ser um especialista. Essa é mais uma armadilha que trava a nova cultura

Always review your actions to see what was and wasn’t successful. And reflect on if anything could or should have been carried out differently. Reviews should consist of cross functional team members.

Certificar que esta sendo realmente assertivo nos seus esfor?os é importante para entender se é necessário fazer algum ajuste na rota.

O processo possui características de ciclos curtos. Defina objetivos de longo prazo e priorize de acordo com o progresso e aceita??o. Avalie o sucesso a cada fim de ciclo, ou?a os colaboradores e stakeholders, e repriorize ou redefina objetivos. N?o desperdi?e tempo demais em a??es que n?o est?o tendo boa aceita??o. Encerre o ciclo e priorize outros objetivos, deixando para retomar essa a??o no futuro.

More that reflecting on it, I’d definitely advice to measure it. Data will not provide the full picture but it will provide evidence about the improvements and if these changes are really impacting markers such as productivity, performance reviews, NPS.

Engaging others should be your priority , leading by example to inspire everyone , changing process is not easy and definitely you will face a lot of obstacles but focusing on the goal and influencing people is the key of success.

?? An exce?lent way to demonstrate and apply skills in culture change is to actively engage others by actively applying your learned skills in a tangible way that impacts culture change...this is done through combining continous learning, setting positive examples, supporting change and a clear demonstration of goals

In my experience, here are five ways to to apply and practice newly learned skills in culture change: 1. Consistently exhibit the behaviors and attitudes that align with the desired cultural change. 2. Actively mentor and coach others, providing guidance on how to adopt and practice new culture. 3.Initiate and participate in projects or initiatives that reflect the new culture, allowing others to see the application in action. 4. Organize training sessions that focus on the new skills and cultural elements. 5. Encourage and act on feedback to continuously improve your approach and demonstrate a commitment to the change.

I am a self-proclaimed lifelong learner and another option when you are working toward Culture Change is to find a mentor who has experienced success in that area. We can all learn from the successes and failures of others. Talking through processes, tactics, and goals with a mentor can be extremely helpful to understand the best approach to use and showcase your skillset.

It is important to understand that not all information required is held within any organisation and not everything piece of information placed inside the organisation is understood by everyone. Lines of open supported communications are vital plus the willingness and ability to hear opposing points of view.