What is your strategy for managing executive leadership and culture change?

Work has changed significantly over the past century to a point where we can no longer get work done using independent individuals completing a sequence of unique tasks that could be tracked and measured. We have rapidly moved to a dynamic team structure where interdependent individuals must work together in teams to create complex products and solutions for their customers. Many thought leaders call this new structure a ‘Network of Teams’ or ‘Future of Work’.

"Culture is a lot like a breeze, you can feel it, but you can't see it or touch it." I don't know where I heard that, but it's true. If you want to shape a culture, you have to know what you're moving towards. Many companies start with values and beliefs, they may even connect them to purpose, but they remain disconnected from strategy. This is where the old saw "culture eats strategy for breakfast" comes in. The two most important elements to connect are *Strategy* and *Collective habits* If you have a strategy that the collective habits of your organization don't support, you have a strategy that will be a nice PowerPoint deck, and nothing else.

managing executive leadership and driving culture change is a complex and multifaceted process as the strategies outlined below provide a starting point to foster positive change. Succеssful еxеcution rеquirеs commitmеnt, consistеncy, & continuous еvaluation to dеlivеr mind-blowing rеsults > a clear vision & purpose > lead by example > engage & empower employees > reinforcing change > aligning structures, processes & systems > monitor progress & adapt > DEI > leadership development

A pivotal approach in managing executive leadership and driving culture change is to meticulously define the desired culture. From my experience, aligning this culture with strategic objectives is essential. By identifying the values, beliefs, and behaviors that resonate, we establish a powerful foundation. This process, when thoughtfully executed, not only reinforces our mission and vision but also underscores the significance of this transformation. From my perspective, it's the clarity in these distinctions that engenders an authentic and persuasive case for change.

One of the main stories a leader has to communicate is "Where are we going? (and why)" That's your vision and purpose wrapped up together. The reason I use the word story is this is about moving people. The story (vision and purpose) has to be emotive, not sterile. It has to be communicated over and over again until it's carried in the heads and hearts of the people in your organization.

A potent strategy for managing executive leadership and culture change lies in adeptly communicating your vision and expectations. By articulating the imperative behind the change, its scope, and the universal ramifications, you cultivate understanding and buy-in. Clear, quantifiable objectives, tethered to progress markers, are crucial. Embracing diverse communication avenues like presentations, newsletters, and interactive sessions enriches engagement. Addressing inquiries transparently and promptly, and welcoming stakeholder input, amplifies trust and fosters alignment.

Effectively managing executive leadership and culture change hinges on clearly communicating your vision and expectations. I believe in articulating the rationale behind the change, setting measurable goals, and using diverse channels for consistent messaging. It's crucial, from my perspective, to invite and promptly address stakeholder feedback to ensure transparency and engagement.

Biggest ?? that your culture will screw up the change; when you're talking the talk, but not walking the walk. This is exceptionally hard, as an executive leader, very few people will give you the feedback that this is happening--and it's likely you won't be too receptive to that kind of feedback either. Have open discussions with your team about how you go to the gym. You want to shape your culture and build new collective habits. How are you doing that? How are you building new muscle? How are you catching yourself doing the right thing, and stopping the negative habits that hold you back?

Managing executive leadership and culture change begins with leading by example. I believe in modeling the desired values and behaviors, holding both myself and my executive team accountable. Furthermore, recognizing those who embody the desired culture, while offering support to those who need it, is crucial, as is continuously monitoring the impact of change and adjusting as necessary.

Culture initiatives start at the top and therefore should be modeled by the executive team in its entirety. The adage is true, "practice what you preach." A multifaceted approach works to facilitate quicker shifts in culture when necessary. Reward systems such as peer praise awards for coworkers exemplifying core values work well. Awards for client reviews that highlight an employee displaying the company culture are very effective. As well as an employee of the month for the department or company. Culture should be a subject of reviews and we should adopt mandatory performance measures surrounding it at all levels. This will help to ensure understanding, gauge effectiveness, and facilitate the change.

Walking the talk is needed to reinforce the desired culture and model the behavior that you expect from others. Reinforcement of the desired culture can be done in three ways: 01. Co-creation of an enterprise-wide ecosystem that demonstrates core values and reflects the ethos as a whole. 02. Reinstate what you stand for, while drafting the organization-wide policies, and addressing large groups, customer meets, company meetups etc. 03. Embed the culture in the DNA of the organization. Conduct training(s) to emulate the culture of the organization. Encourage employees to exemplify the core values in whatever they do.

This is about building a movement. You want people to lend their political capital and will to the change. There's a great Ted video about change that shows a crazy guy on a hill, crowded with people, dancing. ??He isn't the important figure. The pivotal one is the next person to dance. ?? Getting people to dance (in behavior, words, and action, support the change you're looking for) is the job you have to do, and it starts with your executive team.

The natural and organic behaviour of your team should match the culture you are trying to create or that company documents outline. This can be in terms of meetings, or when your team gathers outside of the office, as that consistency between both should really be showing up time and time again. So creating that open innovation space can be a great way to get engagement in your culture. With providing context, proper guidelines, and training, think about the areas of where you are under-utilizing people’s ideas. Areas where people have had creative ideas and, with some guidelines and context, could come up with better ideas and ways to improve culture.

Culture is a day-to-day job. It's in who you hire, who (and how) you fire, how you act, the conversations you have, and the conversations you don't have. As a leader, you're always on, and you shape the culture by setting the tone, integrating (connecting dots about where you are going, strategy, tactics, department A with department B) as well as pushing, moving the ball forward. Don't do this as a seperate part of your job "today is Tuesday, it's culture day" or every month, talk about culture. Culture is how you do things around here. That's every day.