Your company is undergoing a major change in values. How can you make sure your employees are on board?

Involve employees in understanding what they value and how they see or don't see those values showing up in your current culture. Understanding the outcome of a value or how a value makes your employees feel creates connection and ease in understanding what the value means. You will want employees to involve other employees, create conversations about what is looks like to bring the values to life. Leaders will need to believe in the values and understand how to make sure their say and do align. Your actions speak louder than words.

Employees buy-in is crucial for successful adoption and minimizing disruption. Prioritizing clear communication, employee engagement, and leadership alignment can make all the difference. To ensure your employees are on board with the new values, try the following: - Foster a culture of open communication and transparency - Involve employees in decision-making and policy alignment - Provide ongoing support and recognition - Demonstrate the benefits of the new values Remember, successful value change requires a continuous and collaborative effort from all levels of the organization. By actively engaging employees in the change process, you can foster a unified and committed workforce.

The Why explanations are highly appreciated, especially when accompanied by examples from other organizations, whether within the same industry or more broadly. These examples must be not only relevant but also come from well-known and easily accessible sources. This approach enhances the credibility and relatability of the argument, making it more compelling and professional.

In my opinion a change management approach is required to ensure employee buy-in during a major change in values, communicate transparently about the reasons behind the shift, provide opportunities for feedback, offer training to align with new values, and lead by example to demonstrate the commitment to the change.

aligning the why for business objective and values is critical for any change for employees. The torch bearers are the employees for this change. so making them aware of why the change is coming is critical.

Allowing the team to give their input on values and what the values mean is a crucial step. Just because they give input doesn’t mean they own the decision. This point must be made clear from the start of the process. The CEO needs to drive this process forward and share gratitude for the inputs along the way.

People support what they help create. I think involving the employees has to come earlier at the why stage. If they see the why for themselves then it is easier to move to subsequent stages in the change process. The why of the boss might not resonate with the employees or they might find a different why. Moreover, there might be multiple whys that resonate with different people. Let us not assume that the CEO always knows what is needed or what is best. Through two-way conversations the why can change or evolve.

This step is hugely important in my experience. It is an opportunity to build relationships and trust in the new values. It’s also great fun and very rewarding for all involved. The sense of achievement is fantastic. Agile techniques help with this because they’re so inclusive and easy to set up. I often use sticky notes and whiteboard (or just a wall) to get a group talking and physically involved - putting the sticky notes on the wall with their problem statements, ideas, solutions on them.

When someone feels like an active contributor, they help drive change. One way to do this is to invite employees (junior and senior) from all business areas to participate in focus sessions to discuss what types of options are on the table, how they can impact employees, and how the changes may impact their customers. Curious leaders will listen closely to the themes and the concerns being shared. By addressing top-of-mind topics early, leaders can build trust and showcase that employee voices matter.

not all the time a good idea as you may face resist in those change to be implementation. Involving the stakeholder in right time and right stage is important.

To support the integration of new values, conduct training sessions to educate employees on their significance, application, and consequences. Proactively acknowledge and tackle any concerns employees may have by offering clear explanations and assistance.

You will need more then training to make this stick. You will also need to share examples of behaviors expected for the values. Learners will want to know not just “what” the values are but how can they “observe” the behaviors expected that align to the values. This can be included in the training with video vignettes depicting real life experiences (at work).

Employees need to be actively engaged in the process of defining new values. Focus groups, surveys, conversations during one-on-ones, Town Halls -- if employees aren't involved, it's tough to make the values "sticky". The new values also need to be embedded in all of your core people practices -- from job postings, job descriptions and performance management to pay decisions and rewards and recognition. Connect the dots, communicate, and continue to reinforce at the team level as much as possible. If values are dictated by the top and communicated on posters and corporate messaging, the odds of value shifts is small.

yes a hand holding a must. Also keep special training for the slow learnes. Dont let them feel this as a burden for them to adopt. Help them in happy adoption of the change.

When it comes to the topic of organizational values, an old adage that I love is, “values are caught, not taught”. No amount of training & orientation, rewards & recognition (and punishment) will be enough to make the core values a way of life if leaders will not “ walk the talk”. Yes, communicate the values. Explain why they are needed. Promote them at every possible opportunity. Provide training that equips people with the skills that they need to practice the values. Align structures and systems (such as workflows and performance management) with the core values. But do not fail to hold leaders accountable in demonstrating the values in their day-to-day leadership, interaction with people, and decision-making.

Values are only good when there is alignment among employees on how these values should be demonstrated as behaviors. To get this going, company leadership should engage the workforce in conversations on what behaviors would best exemplify the new values.

To effectively embrace the new values, it's crucial to authentically express belief in their significance and how they resonate with personal principles. This involves consciously incorporating these values into daily professional endeavors, ensuring that interactions with colleagues, clients, and stakeholders reflect their importance. Transparency and accountability play key roles in this process, as openly sharing experiences and addressing challenges demonstrates sincerity and a readiness to grow.

There is plenty of research on role-modeling and this should almost go without saying that one should not ask others to do what he/she/they is not willing to do themselves. One can assume that they are modeling the change, but this is just an assumption. The person should actively seek feedback from trusted sources to confirm that they are modeling correctly. Finally, modeling the change might seem straightforward, however, the behaviors can be interpreted in different ways by different people depending on their background and their perception of the person doing the modeling.

As the sponsor, find the time to address middle managers personally, via phone, virtually or in person. That is the way to model behavior and equip them with talking points to maintain message consistency and influence the desired word choice and attitude toward the change. Accountability cannot be stressed enough and removing the barriers to signal commitment and disposition to be part of the “advertised” solution. Actions must follow the words for credibility and to build believers.

Value is a very generic term, and it's hard to measure. It's essential to define the KPIs right from the beginning. However, KPI and change success measurements will change along the way and need adjustments. These adjustments are necessary as we learn the employee journey through the change.

Start by helping every team member uncover their own personal values and then help them map those onto the future values of the organization

As such change may have great impact on employees, it’s important as a leader to consider patience and empathy, and understand that change takes time, and not everyone will adapt at the same pace. Show empathy towards employees who may find the transition challenging, and be patient as they navigate through the process.

Ideally foundation corporate values should be changed by leaders in consultation with all stakeholders. Employee buy-in and contribution is key to success in upholding these values. Company core values need to be on the big stage, in a bright spotlight, for everyone to see.?That’s what?excellent?internal communication does. It continually brings attention to the company values with a steady cadence of reminders about what makes the organization?unique. Companies interested in building or strengthening their values may benefit from participating in value playshops or interactive experiences designed to provide to explore core identity, resilience, and entrepreneurial mindset, in a reflective, inclusive, and engaging setting.

??Scalable Change via PHS ?? change is not easy, even with consequences ?? PHS - Priority, Habit, System - is one of the ways to scale change 1. #Priority: One value at a time over a 30 days period 2. #Habit: Communicate, teach the new habit associated with the new value 3. #System: Design the system to reinforce the new habit and extinguish the old habit

You will need a strategy and full commitment from top management before you launch any change management project. You will need a sponsor for the change, a budget, a timeline and an action plan, before you even start with the communication. The middle managers are key to the launch being successful.