You're trying to change your company's culture. How do you get your employees on board?

Before you start shaking things up, you got to have a clear picture of where you're headed. Figure out the values, beliefs, and actions you want to see in your organisation - how they match up with what you're already doing, and where you want to go. Get real specific about what you're aiming for and why it matters. Once you've got that down, lay it out for your crew in a way they can't miss. Break it down - what's in it for them, what hurdles might come up, and what you're expecting from everyone. Keep it clear, keep it real, and watch the change unfold.

Imagine this: A full SDG focused culture/strategy. They scan the environment for underserved SDG challenges! They than identify those that they have a shot at solving, significantly impacting. They drastically change all existing offerings to have maximum impact on SDG topics, if they can`t they (ethically) divest or phase them out. Because they don't want to sell the negative impact to clean the balance sheet for someone else to do harm! They are really passionate about this - because what bigger purpose could there be than working on something so valuable. They all know that egos can't get in the way - when they get too attached to their ideas - they call each other out! Get colleagues to intervene / coach / facilitate...

Clearly articulate the vision and purpose behind the cultural change. Make the objectives and benefits understandable to employees.

Involve employees in the change process. Solicit input, ideas, and feedback to create a sense of ownership and inclusion. Identify cultural champions within the organization. Empower these individuals to advocate for and exemplify the cultural shift. Actively encourage members to contribute in meetings and share ideas. Create a culture where individuals feel comfortable sharing their opinions, and recognize and appreciate diverse viewpoints.

You can't just drop a new culture bomb from the top and expect everyone to fall in line. You got to get your crew on board and feeling like they're driving the ship too. Ask 'em what they think, what they want to see changed, and how they reckon we can make it happen. Listen up when they've got something to say - their questions, worries, and ideas all matter. Let 'em have a say in the game plan and help fix any bumps in the road. And when they're knocking it out of the park, give 'em a high five and some props. Show 'em their voice counts and that you're all in this together. That's how you make real change stick.

Switching up the culture means some of us have to pick up new tricks, see things from a fresh angle, and roll with different vibes. That's not always a walk in the park, and it's okay to feel the heat. So here's the deal: we've got your back. We're hooking you up with all the training, tools, and help you need to get comfy in this new groove. Need to brush up on skills? We gotcha covered. Wanna dive into new stuff? Let's do it. And hey, if you're feeling lost or stuck, don't sweat it - we're here to lend a hand. This is a space where you can ask, learn, and grow without fear. Together, we'll rock this change.

The winning idea is this: to build a high-performing team, you need to focus on creating a culture of thriving on your team and within your organization, where learning is the norm, collaboration is the rule, and resilience is the spirit that helps you maximize your team's potential.

Having a culture of inclusion, psychological safety, and transparency in addition to modeling the behaviors increases adoption, engagement, and engagement.

Most people are indifferent to change and will let it wash over them... unless you're implementing change that clearly goes against their perceived best interests - like a performance management program that was so unpopular it caused thousands of people to unionise. Anything that diminishes the perceived best interests of team members will ultimately hurt the change effort and the company, so be clear about this from the outset. Even well-intended changes can back-fire. Ask: in what ways will this change enhance, complement, or diminish team members interests? And don't be afraid of indifference. Not everyone has to be a cheerleader for the change.