How can you involve the executive team in a culture change initiative?

I disagree that it is someone's job to "define the purpose and vision of the culture change initiative and communicate it clearly to the executive team". It's the executive team's job to define the vision and communicate it to the whole organisation. A culture change practitioner might facilitate those conversations within the executive team and a communication specialist might help refine the message and plan the communication strategy.

Leaders should be leading and role modeling at all times the behaviors and values they want to see. This becomes the culture. I've created leadership action plans for leaders to then carry out if they are not as well-versed in what they need to do.

In my experience, it is very important to discuss and agree on the why, problem statement and what's the desired state. If you are proposing a culture change, then I would suggest you present it as a business case with all facts, information and options (3-5) with pros and cons. This will help you present it in a structured way, have a conversation and help your decision makers make a decision based on the information provided (but as heads up they will be using their own experience, knowledge and observations) so it is important to consult individually before your group meeting.

Buy-in from the executive team is key, without their support it will be difficult to convey the urgency of your change initiative. Most of these initiatives come imposed by the management board, if this is not the case, you need to get them onboard. Leading by example is very important, if leaders do not reflect the new culture in their behaviour and beliefs, the rest of the employees will not follow.

In my view, initiating a culture change starts with crystal-clear communication. Defining the purpose and vision of this change is like setting the compass for the entire team. It's not just about stating why change is needed; it's about illustrating the tangible benefits and values it brings to the table. Aligning the cultural shift with our overall strategy and goals is crucial—it's about ensuring that every step we take contributes to the bigger picture of improved performance and a stellar business reputation. This clarity not only builds a persuasive case for change but also sparks inspiration within the executive team to actively support and drive the transformation.

Make sure to have people from all areas and units included. The more diverse the group, the more insights you will collect. Culture change is about inclusion, everyone should feel included in the change. The gap is simply subtracting the future culture from the culture that you have now. How do they differ or complement each other?

As my experience, the subsequent step involves a thorough examination of our existing culture. Employing tools like surveys, interviews, and observations allows us to collect valuable insights from diverse stakeholders, including the executive team. The analysis of this data becomes a crucial compass, pinpointing the strengths, weaknesses, and areas for improvement within our current culture. Presenting these findings, emphasizing alignment and misalignment, as well as potential risks, to the executive team provides a comprehensive understanding. This assessment not only establishes a baseline but also charts a clear course for our culture change initiative, ensuring a targeted and effective transformation.

Be sure you have realiable data and a comprehensive way of presenting it. Executive people language is the language of numbers and facts. Try to focus on the "why", the impact of the gaps in the great scheme of things but also in detailed aspects of the business.

I've often used a combination of surveys, interviews, and focus groups to gain a comprehensive understanding of the existing culture. For example, in a recent systems implementation project, we conducted anonymous surveys to understand team members' perspectives on our work environment and communication practices. The insights gathered were invaluable in identifying areas of misalignment with our desired culture.

If they have the time and willingness to really get involved with the initiative that′s great, but be careful when executives get down to details. Most executives are on an abstract level, far away from the current culture. They will come with a big list of demands that might not have the desired effect on the workforce. Involve them for the parts that affect them or their direct teams, use lower level management for the operational side of culture change.

Coaching and support for the executive team are integral components of a successful culture change initiative. Nurturing their skills and mindsets is not only about preparing them to lead the new culture but also about fostering resilience in the face of obstacles and resistance. It's essential to provide frequent feedback and recognition for their efforts, creating a culture of accountability and learning. Additionally, offering opportunities for reflection allows the executive team to refine their approach and align with the evolving cultural landscape. An investment in coaching and support is an investment in the success of the entire transformation process."

I would suggest that any approach is flexible enough to be adapted based on feedback, reactions and suggestions. Regular communication is the key here. Even when you don't have anything to say otherwise rumours and speculation start to spread.

Embedding is KEY! I’ve often seen great cultural or change journeys get unstuck because the focus is on the initial delivery and that’s it. You need to make it real, use the dinner table test - could someone sit around the dinner table and explain the culture to their friends or family? Continue to reinforce the culture with examples and make it feel right, not something forced or developed. Keep talking about your culture and demonstrating why it’s important and what it means to the success of your business and your employees future.