What are the most important concepts to include in culture change training for managers?

Culture is the way "we do things here", is the modus operandi of the organization, it is how decisions are taken, and it determines in an intangible way how well or badly the organization delivers its value. For that reason the saying that culture eats strategy for breakfast. However, culture often is not easy to change from the visible dimension (artefacts and values) but from the invisible - shared assumptions - somehow is a shared mental model, a mindset, that determines the level of organizational health and growth.

Culture is everything. It is the execution engine of the company and you build culture one team at a time . Why? Because the team is the key performance unit of the business. The 2 primary roles of any leader is to do two things extremely well. First , drive value to customers. And second , build a high performing team and culture. The very best leaders are outstanding at hiring the right people , deploying this talent in the right roles , and they have learned how to build a high performance team. A team built on trust , that makes good decisions , where the strategy is clear with strong alignment and accountability. And these kind of teams shape a winning culture that drives impact and results where people do meaningful work.

Culture change is a MAJOR organizational initiative and can take up to three years depending on the size of the organization. There’s a ton of resistance from those who prefer the current culture no matter how diseased it may be. It takes managerial commitment and persistence. It’s NOT for the faint of heart and things can get worse before culture shift starts to occur. Most companies give up before the shift happens.

It’s important to understand that culture is emergent and is not dictated or created by strategies and plans. It co-evolves as an emergent property of a complex adaptive system. Hence the most important aspects to include in training about culture concern the understanding of complexity and emergence and how to navigate and lead successfully in increasingly complex contexts.

We are social beings by nature, and when a group of people interacts, a culture emerges. Culture is a complex collective phenomenon that we must understand to build bridges of collaboration and synergy. Culture is learned, not innate. Therefore, to understand its importance, I suggest approaching it from two of its manifestations according to Dr. Hofstede's framework: National culture, which encompasses the values of a specific society or group commonly referred to as a nation, refers to those values that are deeply ingrained in people's minds from childhood. Organizational culture refers to the practices of a particular organization at the levels of heroes, symbols, and rituals. These practices must enable the realization of the strategy.

Get to the details of not just principles and values but ways of working, process, systems, tools that will sustain the change over time. Too many times it’s rhetoric but how you execute it in the every day will be the sustainable force to maintain it. Technology drives new processes and new ways of working, make sure that aspect forms a part of the training.

Here are some steps to effectively assess culture gaps: 1. Define the desired culture: This includes identifying the core values, expected behaviors, and overall vision. 2. Conduct cultural assessments 3. Identify key cultural dimensions: Compare the existing culture with the desired culture to identify gaps in these dimensions. 4. Analyze data: Once the cultural assessment is complete, analyze the data collected. 5. Identify causes: Identify the underlying causes of the culture gaps. 6. Generate solutions: Develop strategies and solutions to bridge the identified culture gaps. 7. Monitor progress: Regularly survey employees and collect feedback to identify areas that still require improvement. 8. Foster continuous learning

It starts by listening to what customers and employees have to say about culture, no? Csuite take notice of what people are bought into

If you're using tools like the CVF but ignoring the evolutionary monkey parts of our brains, you're missing a big chunk of the puzzle. We're all a bit primal, chasing rewards – or bananas, if you will. If your company's dangling risk management as the prize, don't be shocked when everyone stops innovating and starts playing it safe. But dangle something shinier, like personal growth? That's when the culture starts to shift. It's vital to combine these sophisticated CVF insights with an appreciation for our innate human tendencies if you truly want to identify cultural gaps.

“identify the gaps and barriers that prevent them from reaching their vision.” - while appearing straightforward enough- in my observations, I see the struggle is often here - especially when sr leadership sees it as mainly the domain if HR. This lack of connection to the core needs of the organization is ultimately what creates great frustration within teams which see their top goals and cultural alignment as divergent. If this gap can be bridged so there is a clear wider ownership and connection across the organization- identifying the purpose for cultural transformation becomes a clearer imperative Vs. A “nice-to-have”.

Culture is a vague term that hides many individual aspects. From my perspective, it's important to clearly identify these aspects and find a common language to define the terms used as clearly and precisely as possible so that everyone has a reasonably consistent understanding of them. Furthermore, the needs of the employees are a good starting point for cultural change – only from them can meaningful goals be derived.

Let's consider a financial institution aiming to enhance its culture towards greater transparency and employee engagement. They set a SMART goal: "Increase employee satisfaction scores by 15% within the next 12 months through improved communication and regular feedback mechanisms." This goal is specific, measurable, achievable, relevant, and time-bound. They involve teams in the goal-setting process, ensuring alignment with their vision, and regularly communicate progress updates to the employees, creating a sense of collective ownership and fostering a culture of accountability.

I find this is a bit chicken and egg! The "how" is certainly very contextual, almost political and reflects often reflects the values of those initiating the culture change. Even worse - if the culture goals do not reflect Execs values: Ever been in a quite hierarchichal organisation, led by hierarchical exec team, where suddenly behaviours get rehearsed and processes & teams established because its fashinable and the HBR writes about it? :o) It soon becomes obvious the very same Exec Team that launched the initiative doesn`t believe in it and cannot embody it. Therefore they unintentionally and uncosciously undermine the change goals with their more or less subtle behviours and certainly key decisions and promotions.

The challenge can come around the measurability of softer skills and the types of behaviours you're looking to encourage. Identify specific behaviors and actions to ensure you can articulate these elements in quantifiable terms. To set measurable targets to gauge progress over time consider measures such as surveys, feedback mechanisms, or specific anecdotal workshops. You need to be able to articulate and measure before you can change.

Defining culture change goals that address everyone's needs, from top to bottom, involves engaging all levels of the organization to identify common themes, ensuring alignment with the vision and strategy and of course setting SMART goals.

The number one predictor of employee behaviors is the behavior of their supervisors. If supervisors show they care, their positive attitude is contagious. Employees will understand what is expected and strive to achieve the identified changes. However - if supervisors demonstrate a lack of caring for the change, employees will not understand why their attitudes must be different. If supervisors don't care, they assume the organization, as a whole, doesn't care.

Role modeling desired changes in behavior is a powerful catalyst for culture change. When managers demonstrate the behaviors and values they wish to see in their teams and organization, it can inspire and transform culture. If a manager lives out their actions in line with their words for example, in honoring their commitments, admitting mistakes or seeking counsel when they need it, their colleagues are likely to follow suit. By normalizing kindness, resilience, inclusivity, or any desired change, the manager not only sets a positive example but also models the notion that change is possible and worthwhile.

The best way to shape and shift culture is by showing what it looks like in practice. A few tips from me would include: - Making sure the change you're seeking isn't too extreme. It makes it feel unattainable. - Think about your behaviour as habits. Think about one thing you could start - or stop- doing to model the desired behaviours. Practice that new habit (or practice stopping the old habit) for long enough that it becomes second nature before looking at the next one. - Make sure those habits are so easy that you can actually change them. E.g. Making a point of saying thank you to everyone in your team, starting every meeting by asking how people are, or offering your opinion last if you're the most senior person in the room.

Managers can learn a lot by the ways that peers acknowledge each other - put in a real-time and online recognition app that enables people to feed to others, allows others to join, reinforces desired behaviour and cultures. Let culture grow from button up as well as top down

Create a culture of feedback where employees are encouraged to provide constructive input on behavior adoption. Use this feedback to continuously improve the culture change strategy.

The more you own, the less others do. So consider where you can give space for others to take ownership. Get clear on your role, and help others see theirs.

Culture change is a collective effort. As a manager take the time to listen to understand the concerns and invite perspectives, ideas and opinions of your team and peers. Prioritize and cultivate trust to have honest conversations. Encourage dissent to remove the fear of failure or repercussions. Empowering your employees is so much more than a means to an end. Building open and safe environments makes room for growth and encourages empathy across your organization making employee empowerment meaningful and a cultural shift possible.

Within Change I have led and been part of, I always look at gaining a cross section of representation within the business, to be involved. Often those who complain the most, resist the strongest can still add great value to the Change process, don't overlook them just because they are not onboard day one. Most importantly foster ideas, no matter how outside the box they are, empowerment is about letting those involved in Change, have a go at steering the ship.

Middle managers play a huge role in culture change, and in change in general. Yes, a high-level vision is important to get started, but if you want to truly make a culture change, you MUST help middle managers clearly understand their role in the change. ??Engage middle managers in evaluating the rewards systems that have reinforced the current culture and in creating the desired culture. ??Train middle managers in change leadership principles. ??Equip middle managers with answers to FAQ so they aren't caught flat footed when they get questions. ??Supply them with logical links between the strategic outcomes for the change and how it will impact their department's KPIs. ??Check in with middle managers regularly

Involving and empowering teams is vital for successful culture change. Consider a healthcare organization shifting towards a patient-centric culture. The manager fosters an open dialogue where team members share insights on improving patient experiences. They encourage collaboration between nursing, administrative, and medical staff, leveraging their unique expertise. The manager delegates decision-making authority to front-line teams, empowering them to implement changes for better patient care while providing necessary support and guidance. This approach promotes a patient-centric culture, driven by collective efforts and shared goals.

First thing first for any culture change initiative is to secure top management commitment. Since a small doubtful gesture from them will be interpreted by people as "we don't need to change urgently". Secondly is secure the key stakeholders.. then you can start the change initiative/campaigns as planned, followed by intensive communication

One of the most important things to share when you're communicating culture change is what's *not* changing, and acknowledging and appreciating the parts of the culture, existing processes, ways of doing things, that work and shouldn't change. When we're excited about change, it can be totally counterintuitive, but this is key to bringing along the more cautious folks and honoring the past.

For organisations driving significant cultural change, there may be key leaders who are not onboard the journey. This needs to be factored into with appropriate plans in place. Cultural change can take years, so having clear goals and measures is critical.

It is important to realize that often culture change initiatives come into play due to M&A and that a third of such M&As pivot and fail due to the failure of culture change initiatives. Thus, sanity testing should be a standard feature to answer a key question- how do we know that the change is the one that was desired and how do we know that we are going in the right direction?

One of the challenges for top executives leading a culture change is to truly model the desired behaviors that reflect the future state. It's easy to talk about the behaviors and practice some of them often, while practicing others less. Leaders have personalities like everyone else and they are good at some of the ideal behaviors and worse at others. By using a Meta 360 survey every six months, they can identify which ideal behaviors they do well and which they need to continue improving. The degree to which they identify their shortcomings and overcome them has a huge impact on the culture. Executive coaches, trusted direct reports or peers can really help with the executive's transformation.

THE most crucial thing to incorporate in leadership culture change training is leading by example. Leaders must understand that their behavior shapes the culture of the organisation. By modeling the desired behaviors, leaders inspire others to adopt cultural changes. This involves reflecting on their own actions, aligning them with cultural values, and effectively communicating and reinforcing the change.

Two things about what to include in helping managers deal with culture change: 1. Organizational culture makes a huge difference in the performance of individuals and the organization as a whole. 2. The Organization and those who lead it have a responsibility (obligation) to design, implement and cultivate an organizational culture that supports the overall purpose of the organization and helps the organization to accomplish its mission.

Culture change isn't just complicated; it's complex. Driving this complexity are interdependencies, shifting contexts, and the unpredictability of humans within organisations. The conventional "follow these steps, get results" approach often falls short. To drive culture change effectively, culture must first be viewed with a behavioural and systems-thinking perspective. Human behaviour is driven by a myriad of cognitive, psychosocial, and systemic influences. By viewing culture through this lens, we are more likely to identity the levers for change. Remember, it's not about equations, steps and procedures; it's about understanding the intricate interplay of people and systems. ???? #CultureChange #Leadership #BusinessStrategy

The most crucial things to teach senior leaders are: 1. Leaders DO NOT define or determine the culture, they influence it. There are too many myths out there about leaders being responsible for the culture when the fact is, they are accountable for it; this by way of their position. If they believe that they are responsible, they'll try to own the culture and define it based on their needs and wants. 2. Change does not take time, people do. Leaders MUST understand this or they will pace the change efforts and justify lack of change by blaming 'time' instead of the people in the organization. Think about it: Everything that needs to change relies on people that are often slow to get onboard. That is not change taking time; it's people.

The role of middle managers managers as critical change agents is often significantly underestimated. Highlighting this in a way that creates ownership, recognition and equips with tools will improve outcomes.