How can you ensure employees understand the rationale for a Culture Change?

Employees will understand the rationale for culture change only if the narrative is clearly built upon “what’s in it for me and how is it going to help us collectively”. If there are shades of ambiguity in what we are doing, why we are doing then the buy-in will be low /slow. Therefore, bottoms up approach will deliver quick observable changes on the ground. It is definitely time consuming therefore organization opt for an easy route of driving culture change from defining in board rooms and pushing it to shop floor / workplace, with standard bureaucratic frameworks of reviews with KPIs etc. For driving a culture change everyone has to be a “player on the field”. Unfortunately everyone is seeking for change in others rather than self.

Communication is key I absolutely agree. Why is the easy part In my view. The challenge is being consistent in the delivery of the messaging and actually role modelling the new culture. Sustainable Change will not happen if the bench strength cannot see change in their leadership mindset. Organisations need to work out who really are the leadership role models from the independent producers who are great but are not the leaders of change that is needed. Put the right people in charge and you will have your role models. This should be top down and bottoms up to infiltrate the entire organisation efficiently.

Communication is very important in change management because it helps to address resistance, foster engagement, and support the adoption of the new changes. Your employees need to understand why changes are being made, how they will be affected, and what they need to do to adapt. Communication also helps to build trust, alignment, and collaboration among the stakeholders involved in the change process. Effective communication can reduce uncertainty, confusion, and anxiety among your employees and increase their commitment and satisfaction.

Notifying employees in advance that the change is coming is critical to your success rate. Employees need to know the reason for the change, and what the change will mean to them personally and how it will impact their role. In the past I have used the ADKAR model which has been highly effective in getting employee buy-in, constant communication through Town Halls, email blasts, team huddles etc. are all key to reinforcing the why behind the change.

Ground zero Change takes many forms, yet reorganization isn't transformation. Merely altering staff roles or numbers doesn't automatically lead to a shift in culture. True change begins with top leadership fully aligned on the reasons behind and methods for the change and examone the best inclusive way they can find. The distinction between a top-down change initiative and an inclusive approach is significant. The latter involves engaging individuals from the outset, allowing them to contribute to assessing the current state and defining the desired outcomes. This ensures that the process isn't just about structural adjustments but about fostering a collective movement towards a shared vision for change.

I have found it useful to allow my people leaders across the Organization to curate the activities that promote and emphasize the change culture. There is multiple benefits in that it allows a safe environment for my people leaders to hone their leadership skills but also for our bench strength to see their leadership in action for change. There are guard rails around this model of course.

In the 1990s, Lawrence Lim, then SGH Hospital's CEO in Singapore, led its transformative restructuring into a privately managed yet not-for-profit entity under government ownership. He initiated "Circles," groups of employees tasked with generating and executing ideas to enhance service quality. A notable innovation was the shuttle bus service, proposed by the maintenance team to aid patients and families facing long walks from public transport to wards in harsh weather that has since been adopted by numerous hospitals globally. This implementation highlights the impact of involving employees in decision-making and execution, making them feel empowed to passionately drive change.

Co-creating the change with employees and stakeholders is the key to success and buy in. For a start, leaders may not be fully aware of the subcultures within the organisation. They might not see the contributory factors. Genuine involvement, open listening, and a willingness to receive uncomfortable feedback are all critical in creating effective culture change. The critical next factor is for employees to see how their input has been factored into the change. Not all suggestions will be appropriate, so communication as to why a suggestion wasn't included can help prevent resistance.

Throughout my career, I’ve observed employee or stakeholder engagement tactics that are simply “check-the-box” exercises. Organizations host townhalls or focus groups, with no real intention to do anything with employee sentiment data. This approach only results in a diminished sense of trust and increased apathy. Engaging employees in culture change must be anchored in thoughtful and intentional inclusion of diverse viewpoints and perspectives. Be intentional about making sure that employees at all levels of the organizational hierarchy are engaged in the change process. Be mindful about cultural diversity and lived experiences of employees whose voices are heard.

Involving employees in the culture change process allows them to feel a sense of ownership. When individuals actively participate in shaping the culture, they are more likely to be committed to its success. Participation in culture change engages employees in a meaningful way. Feeling that their opinions matter and that they play a role in the transformation motivates employees to contribute positively to the change initiative.

Communication is key, and there are many ways you can and should do it. But the most powerful tool in your tool belt as a leader is verbal communication. It allows you to speak things into existence and speak people into action!

Communication is probably the thing that falls down most often in culture change. When considering any communication it is essential to take a step back and honestly consider how the communication might be received. What do different people need to know and when? An important part of culture change is to harness the power of early adopters and peers to communicate the change. One rule of thumb I used in my own leadership career was to consider the most appropriate sender of written communication. Often, employees are less likely to open organisation-wide emails, but more likely to open an email from their immediate boss...

?????????????? ?????? ?????????????? ??????????! In delivering tough news, emphasizing respect and humanity is crucial. Before any announcements, it's important to ensure there's no leakage of information. Personal empathetic communication should be prioritized to minimize hurt and distress. However, last January, Google's communication under CEO Sundar Pichai to lay off 12,000 employees was criticized for lacking personal touch. Many employees discovered their status through revoked email access or indirectly via social media. This led to shock, confusion, and feelings of disrespect among employees, underscoring the importance of a personal more dignified method in delivering difficult news to prevent distress and maintain trust.

The four phases of communication that need to be incorporated in your daily operation include verbal, non-verbal, written, and visual. In order to stress the importance of consistency and the strength of all four phases when done together, I want you to picture each of those phases written on the legs of a chair. Each leg represents a phase that together is the foundation of your organizational success. All four phases are needed to ensure support and balance in the daily operation.

Action is critical - in many organisations there is 'change fatigue', especially if there are been initiatives that didn't get followed up or result in change. The most important point here is that leadership MUST model the desired behaviours and values. If this does not happen, it could actually lead to a worse culture within the organisation and a breakdown in trust. Celebrating the efforts (not just the outcomes) of those who are stepping up to create the change is powerful, as is incentivising positive behaviours.

To embody a "cloud-first, mobile-first" strategy under CEO Satya Nadella, Microsoft invested heavily in cloud infrastructure, developing Azure into a leading cloud service. They prioritized cloud computing in product development and acquisitions such as LinkedIn, GitHub, and Nuance Communications, aligning their portfolio with the new strategy. His leadership team led by example, adopting cloud solutions internally, showcasing their commitment. Training programs were launched for employees to skill up in relevant technologies, directly supporting the strategic pivot.

Ensure that top leadership is actively involved in communicating the rationale for culture change. Leaders should lead by example and consistently reinforce the messaging. Encourage leaders to share personal stories and experiences related to the need for change. This adds a human touch and makes the message more relatable.

Start with including them in the development of the change. Communicate. Share. Lead by example. Immerse daily. Test and discuss continuously. It is a journey. Not a destination.

Actions speak louder than words. When leaders actively demonstrate the desired behaviours associated with the culture change, it serves as a powerful example for employees to follow. Trust is fundamental in any workplace. By aligning your actions with the new cultural values, leaders build trust among team members. As a leader, reinforcing culture change with action is ESSENTIAL for creating a genuine, lasting transformation within an organisation. It establishes a foundation of trust, accountability, and authenticity, fostering a positive environment where employees are more likely to embrace and contribute to the desired cultural shift.

To ensure employees understand the rationale for a culture change, it's vital to communicate openly and frequently. Start by clearly articulating the reasons for the change, how it aligns with the company's goals, and the benefits it will bring to the team and individuals. Engage employees in dialogue, offering forums, Q&A sessions, or workshops where they can express concerns and ask questions. Incorporate feedback mechanisms to show that employee input is valued and considered. Leadership should lead by example, embodying the new cultural values in their actions and decisions. Transparency, consistent messaging, and demonstrating the change's positive impact are key to fostering understanding and buy-in.

You shouldn't have to. How was the rationale arrived at if employees need to be helped to understand it? I would thus advise you ensure employees understand culture change rationale by inviting their involvement from the outset--include them in the change decision by getting them to identify what's lacking. Because culture change isn't something we force-feed people. Let's determine: What do they require to do their best work and to thrive? What aspects of the culture isn't presently working for them? What would welcome changes look like, from their vantage point? What do they require to give 100% consistently? Will they commit to supporting the change? Take individual responsibility for fostering the new? Warm them up here=WIN

To help employees understand a change in our work culture, we should make it more real for them e.g. giving people option to choose their work hours. As there are different ways to reach same place, there are different ways to work towards common goals. Envision our workplace as a lively community where each person has crucial role wherein they depend on each other. Smartphone adjusts to what user likes, our culture should be flexible to support everyone's strengths. Imagine feedback sessions like mirrors showing self/ team growth creates a culture of getting better similar to software updates improving performance. Using daily examples helps employees not just understand but make this culture change a natural part of their work journey.

Ensuring employees understand the rationale for a culture change is crucial for successful implementation. Start by clearly communicating the reasons behind the change, including any challenges or opportunities facing the organization. Provide examples and case studies to illustrate the benefits of the new culture. Encourage open dialogue and address any concerns or misconceptions. Additionally, involve employees in the change process by soliciting their input and feedback. Consider their perspectives and be transparent about the expected outcomes. By engaging employees and fostering a culture of transparency and communication, organizations can increase buy-in and successfully implement culture change.