What do you do if your culture change career is facing unrealistic deadline expectations?

Realistic time frames for anything in culture change is essentail . often people over estimate what can happen in a year and strategic projects roll over one year to the next. A 3 year plan can be more realistic if its a big organisation. often cross- functional teams are needed if there is touch points across the organisation.

If it is unrealistic definitely logics are not considered or thought over.A clarity on the reason to change and convincing to work together with a positive output will be required.Collaborating with effective communication with all the stake holders to bring the change will be very important factor to be considered.When all the stake holders gets involved and contribute to bring the change then an agreed timeline or deadline will be very well negotiated and change transition will be very smooth.Adaptation to the culture change will be bred through a collaborative effort effectively.

In such situations, it's essential to first engage in open and honest communication with stakeholders to set realistic expectations. This involves clearly articulating the reasons why certain deadlines may be unrealistic, including the necessity for thorough assessment, engagement, and the iterative processes required to effect genuine cultural change. Presenting evidence or case studies from similar organizations can also help in illustrating the typical timelines and potential hurdles involved. Breaking down the overall process into smaller, tasks with their own deadlines can make the project seem more feasible and allow for visible progress. Negotiating adjustments where possible, while maintaining a adaptive approach, is crucial.

Dans l'orchestre du changement culturel, communication et collaboration sont nos instruments clés. Pour réussir, il est impératif d'établir des canaux de communication ouverts et réguliers, permettant un flux constant d'informations entre toutes les parties prenantes. Chaque mise à jour, défi rencontré ou feedback doit être partagé, créant une symphonie de transparence et d'inclusion. En invitant chacun à participer aux décisions et à la résolution de problèmes, nous harmonisons nos efforts. L'écoute active de chaque voix enrichit notre mélodie commune, forgeant confiance et alignement. Ensemble, faisons de la collaboration notre concerto pour un avenir unifié. #CommunicationEfficiente #CollaborationProfessionnelle

Naviguer dans l'océan du changement culturel exige plus qu'une simple boussole stratégique; cela requiert un art consommé de la cartographie des priorités. Imaginez déchiffrer une carte au trésor, où chaque tache, chaque jalon, se révèle être une étape cruciale vers l'X qui marque le spot. Avec prudence, nous attribuons des délais, dessinons des routes avec des ressources judicieuses et esquissons les contours des risques comme les pirates à éviter. Prioriser devient notre gouvernail, l'agilité notre voile face aux tempêtes imprévues. Ainsi équipés, nous ne naviguons pas seulement vers l'efficacité; nous voguons vers un nouvel horizon culturel. #CapSurLeChangement #NavigationStratégique #AuDelàDesCartes

We recently started a huge culture change initiative for a large oil and gas company in the Middle East. After assessing the goals and leadership principles, we started with building a strong foundation. This is often the most overlooked part of any CC initiative and why they're often arduous and don't reach the desired results. All corporate cultures unknowingly have a foundation of blame, victim mentality, control issues and fear. All the while these remain unaddressed they lead to conflict, silos and personal agendas superseding the organisations overall mission. Once these become less dominant in an organisations foundation, they have a solid bedrock that can withstand the changes and speed bumps that come with culture change.