Here's how you can align your actions with the desired culture change.

Create channels for open dialogue with your team and leadership. Regularly discuss the progress of the culture change, share insights, and solicit feedback.

Your company’s culture change starts with understanding the vision behind it. But how do you get there? Dive Deep with "WHY": Inspired by Tim Collins' "Built to Last". Here is how: - Ask "WHY" your company does what it does. Repeat this question 7 times. This exercise helps you drill down to the fundamental reasons behind your company’s actions and goals. Example - Disney: - "WHY do you create animated movies?" - "Because we want to entertain people." - "WHY is entertaining people important?" - "Because we want to bring joy to people." - "Why does joy matter at all?" - "Because it is what makes people happy." Disney's vision is to make people happy. As you continue, you’ll uncover the deeper purpose driving your company’s mission.

Compare your current culture with industry best practices and high-performing organizations. Identify strategies and behaviors that contribute to their success.

The worst that can happen to a company culture is not to be toxic. It's to be unclear. Understanding your company’s culture is crucial for making meaningful changes. Here’s how we do it with a practical approach: - ?????? ??????????????, ?????????? ???????????? ???? ????????????????????: We gather feedback from employees at all levels to understand their perceptions of the current culture. - ?????????????? ????????????????????????: We pay attention to how team members interact and collaborate to see if behaviors support or hinder the desired culture. (For example, your company Core Value is "Transparency" but employees feel information is often withheld or miscommunicated.) Building clarity in the workplace culture ensures alignment.

Recognise the importance of bringing in an outside consultancy to assess the current reality. People from within the organisation are very likely to be affected by bias and may be less inclined to ensuring that whole story is told. Additionally, a meaningful culture analysis should include the things that aren't usually spoken about, which an outsider is better positioned to support people in opening up about in an anonymous interview. Using a mixture of surveys, observations and interviews is an effective method for painting a complete picture for a leadership team.

"???? ???????? ?? ??????, ?????? ???????? ?? ????". I remember hearing a leader say a few years ago. ?? Leading by example is a powerful way to show others how things should be done. It’s not about being perfect; it's about consistently showing your commitment through your actions. By practicing what you preach, you strengthen our team. Here’s how you can lead effectively: ???????????? ???????? ???????? ??????????: What’s the most important value you want others to see in you? ???????????????? ?????? ??????????????: When is it most important to demonstrate this Core Value? ?????????????????????? ???? ??????: Always demonstrate these behaviors so everyone knows they matter.

Culture change is hard and naturally creates resistance and struggle. Communicate about the struggles and challenges the organisation is overcoming and stuck with. Ask the organisation to help solve the intractable challenges and let them know that culture change is something leadership want to do with them, not to them.

Expect everyone to fail a lot during the process. Make it safe to fail and speak about failures. This will ensure that learning from failures takes place and won't be hidden in fear of the consequences. Be willing to pivot, allocate resources and give people time to navigate. Have the entire leadership team schedule floorwalks to talk to people and hear what's going well and what is still a challenge. Their role is ensure that everyone feels seen, heard and valued for their contribution to the culture change.

Actions are an output of brain function (neurons firing). Alignment occurs when trillions of connections in different brains fire in sufficiently similar ways, creating 'shared beliefs' about what good looks like (vision). These beliefs inform brain function, leading to similar behaviors. Culture emerges from these beliefs and is most noticeable in the collective language used. Change is essentially an update to neurological constructs in brains. To align behaviors with desired culture change, we must start with a working knowledge of neuroscience—something rarely considered in business but crucial for meaningful transformation.