Here's how you can impress employers with your skills and qualities in a culture change setting.

In a culture change setting, my adaptability and strong leadership skills stand out. I've successfully managed diverse teams and projects, demonstrating my ability to inspire and guide through transitions. My excellent communication skills ensure clear and empathetic interactions, fostering an inclusive environment. Additionally, my strategic thinking and continuous learning drive innovative solutions, making me well-equipped to lead and sustain positive culture changes within your organization.

When it comes to culture, the bottom line gets down to trust. Can you trust yourself by standing up for values of the culture where what you say is aligned with what you do? Are you willing to not be liked sometimes and say yes to what matters and no to what does not? Are you someone people trust isn’t hanging onto some other hidden agenda. A strong culture allows for a team to work collaboratively not competitively which requires trust, vulnerability, and authentic communication. When you can be who you are and say what you feel - you can trust yourself and be the kind of role model that can navigate any culture change.

Agility & Adaptability: Thrive in uncertain times. Communication & Influence: Bridge the gap. Actively listen, explain change clearly, and build buy-in. Problem-Solving & Initiative: Find solutions, not roadblocks. Cultural Intelligence: Understand & appreciate diverse perspectives. Foster a respectful and inclusive environment during change. Share specific examples of how you've championed change and its positive impact. By demonstrating these strengths, you'll position yourself as a valuable asset in navigating a cultural shift. Bonus: Research the company's culture and change goals. Tailor your examples to show how your skills directly address their specific needs. Remember: Change is an opportunity. Be the one who thrives in it!

I would suggest to reframe with “thriving through uncertainty “ culture change amplifies uncertainty which challenges our operational range boundaries. When we approach uncertainty through curiosity and positivity, our physiology and mind are more likely to shift back into operating within our operational range.

L’empathie est la capacité de se mettre à la place de quelqu'un d'autre pour percevoir et comprendre ce qu’il ressent.?Selon Singer et Lamm (2009) l’empathie est : - un état affectif, - de même nature que celui vécu par autrui,? - activé en observant ou en inférant ce qu’il ressent, - tout en ayant conscience que?:?je partage l’émotion de l’autre, mais que celle-ci ne m’appartient pas?!? Avoir une compréhension empathique du ressenti d’autrui, ne consiste pas à projeter ses propres émotions, pensées, sur la situation mais d’être ouvert à l’expérience subjective vécue par la personne.

I certainly agree, but first we must realize that empathy is an applied skill that not all great leaders or staff level employees possess. We make assumptions that most individuals know how to exhibit or behave through an empathetic lens. Given that this isn’t always the case -particularly for those who posses cognitive/psychological disabilities even at the lowest level, we should consider how we can properly inquire about one’s ability to demonstrate empathy as a leadership capability. That may mean, adjusting our approach to this question with an understanding that humans have diverse brains as well.

Empathy is always on good regulation! Empathy towards others is a key skill and there is not enough in the workplace! Especially in leadership, which most argue is a key skill for leaders today! If you want to build a team and be great at driving business performance try using empathy more! You will build relationships faster and research shows that empathetic leaders are seen as more competent! It also drives trust !

Empathy is not just a skill; it's also shaped by our mindset. Our perspective, driven by mindset, impacts how readily we express empathy. Cultivating empathy goes beyond simply honing skills; it involves shaping our mindset too. But shaping our mindset starts with our awareness of where we are.

Stepping into the shoes of the ‘other’ is critical when going through a change process. Being able to understand and anticipate the thoughts, feelings and resistance that people will be experiencing helps you to manage through the change. However, over-indexing on empathy is also not advised. Boundaries, clear expectations and communicated milestones require a little bit of detachment which is helpful when achieving a change.

In an ideal world we would all have lessons on 'knowing ourselves' which leads to empathy. I have witnessed certain 'management savants.' They all possess high degrees of emotional awareness usually combined with rapport building & the ability to trust that people will sometimes fail as a result of what's happening to them. Successes occur as a result of balancing awareness and good practice. My industry is tough and the 'emotional intelligence of the leadership denotes the sustainability of its culture & longevity of its workforce. The refinements made by most successful leaders on their developmental journey usually include this awareness & to a you see it defined by its recognition as a prime component of every retention strategy.

I would add the ability to engage in active listening by rephrasing what you hear as a way to assess alignment in your comprehension of the communication is also just as important as the ability to communicate out.

Impressing employers with your skills and qualities hinges on creating one initiative that shows in practice what the change is all about. This project shows others what the new (and positive) organizational culture could look like. It attracts others that see the project and motivates them to create as well. Talk about difficulties and strenghts on the way, to give others an idea of what they can expect if they start as well. Stay open and share your knowledge openly. If people start finding you for guidance, you know you are leading by example.

Lead through your daily actions that model where the firm is going. Demonstrate by being consistent in your actions and words.

Sometimes biggest value lies in a combination of various topics rather than expert knowledge in one of them. Be curious and knowledgeable about trends around you: technological, cultural, societal, regulatory and others. Look for connections between them, bring knowledge and understanding of wider context. It will enable you to come up with new insights at the right moment.

In addition facilitate and uplift your colleagues as a company’s growth is required all to be sustainable. Providing support to others signals that you have mastered the skills.

A culture of continuous learning is a culture which encourages transparency, curiosity and collaboration. In this culture we are adaptable and always learning, this means that we can have difficult conversations, we can challenge one another because we are all wanting the best outcome for the organisation.

When a vision for change is presented, everybody is energetic. The day after, it becomes quiet. Starting to put the vision into practice, is much more difficult. It takes action from a change leader to empower others to help set the vision into practice. It helps to cultivate learning, by organising network events where change agents come together to share their expertise and challenges. As a leader, you can be open about your own learning process as well. Navigating change is difficult, and it is a very personal process as well. It takes continuous learning to navigate the process. Starting to learn as an individual is half of the work. For it to have an impact on others, it is imperative that you speak about your own steps.

Our minds are interesting. if we believe we can do something and are exciting to try, we develop a "growth mindset". If we feel anxious an fear failure, we witdraw and it is much more difficult to learn. One of the roles of a change leader therefore is to put people at ease, showing it is fun to learn (together) and that it is ok if it takes time to master a new skill. Leading by example in this, is key.

Penser de manière créative est une compétence clé. Vous pouvez perfectionner vos compétences en résolution de problèmes en suivant la démarche en 7 étapes ci-dessous : 1. Quel est le problème ? 2. Quelles sont les solutions possibles ? 3. Quels sont les bénéfices et les co?ts de chaque solution ? 4. Quelles sont les options possibles ? 5. Quels sont les obstacles potentiels ? 6. Décider. 7. Agir et évaluer les résultats de son action.

As a leader involved in efforts to improve or change culture, is important that you understand there is a science to it. I highly recommend you read the works of Edgar Schein, professor from MIT who has put forth remarkable work on culture. Also, force field theory from Kurt Lewin, is a critical read for leaders who wish to positively impact culture.

Having a good culture isn't just a box ticking exercise. It's a cost saving, innovative, sustainable and ethical way to run a business. Its possible to improve the bottomline by significant amounts just by having a developed and empathetic culture with a supportive environment that invests in its people. Who doesn't want to be the "go to" in their industry?

Para destacar en un entorno de cambio cultural, muestra habilidades y cualidades como sinceridad, comunicación efectiva, escucha activa y solidaridad. Sé auténtico para construir confianza y credibilidad, destacando ejemplos de honestidad y transparencia. Articula tus ideas claramente y maneja conversaciones difíciles con éxito. Valora y considera las opiniones de los demás, fomentando soluciones innovadoras. Apoya a tus colegas, comparte recursos y crea un ambiente positivo. Estas cualidades reflejan tu competencia y compromiso con el éxito colectivo.