How do you change your culture to attract and keep the right talent?

Is the focus organization-centric or people-centric? This will depict different goals and require different approaches. Most companies are currently trying to "wrangle" culture with an org-centric perspective. This is the problem. No traditional method or tool can solve for this. Only a shift of perspective and focus. Truly seeing and understanding your people. Assessing culture in a people-centric way is less systematic and more about awareness and connection. Cultures are fluid. They must be witnessed and observed. Leaders must continually seek to understand the good, the bad, and the ugly realities of their workplace culture. The best indication is how the lowest ranking employee speaks about their work experience. So ask them.

In my experience, assessing organizational culture requires a comprehensive approach as we are observing an organic system. While tools and surveys capture the visible aspects, the best way to truly understand culture - and it is hidden parts like beliefs, dreams, wounds...- is by sitting and listening. However, to ensure a holistic assessment, integrating the quadrant framework is valuable. This framework explores the visible and invisible, individual and collective dimensions of culture. By actively listening, we uncover the hidden dynamics and emotions that shape the culture. This empathetic approach enables us to assess culture beyond the surface-level observations, ensuring a deeper understanding for meaningful change .

Many of us get fixated on trying to make the "ideal" culture real. With it comes headaches, heartaches and we become frustrated when change doesn't materialize fast enough. What if we focused on making the "real" culture around us more ideal? Yes. An aim for a desired culture is admirable. Mission statements with intention and a clarity around shared principles certainly helps. Start by defining (acknowledging) the good things your culture already has. Shine a light on your principle-based leaders and future leaning people. Encourage creativity, collaboration and co-creation. Solicit input from your people. Involve them as you attempt to shape the future.

In my experience, empowering individuals to shape the desired culture yields powerful results. By moving away from top-down approaches, we embrace co-creation. Employees contribute their ideas, values, and aspirations, fostering a shared understanding and ownership. Recognizing their expertise, we create an environment of autonomy and trust, where innovation thrives. Alignment with the organization's vision ensures a purpose-driven culture. Empowerment leads to a thriving culture where individuals contribute their best, driving meaningful change.

Culture isn't a program that has a stop date. It is continuous. People are human. Want to know your plan? Live your principles. Treat people better. Stop trying to control the process, stop measuring, stop with your execution of culture. Business language that we've known isn't the culture language we need. People just need a better experience. Period. Get away from the business mechanics and embrace the organics of culture.

In my journey, I've helped to deploy organic and co-creative approaches to culture change. 1/ Engaging volunteers and fostering flexibility honors the living essence of organizations. 2/Inviting their active participation unleashes passion and wisdom, driving profound transformation. 3/ Embracing uncertainty allows unexpected opportunities and innovative solutions to emerge. 4/ Regular reflection and feedback loops empower continuous learning and growth. To avoid pitfalls and ensure success, it is important to avoid a rigid, scheduled process, excessive marketing. You can not decide when people are ready to change. They get to decide. Have this in mind of if you want sustainable, self-evolving organization.

Want to usher in change for your culture? Start by reimagining your leadership team. You can't manage culture. Don't try to control it or deploy strategies with programs, rollouts and performance enforcement. Connection > Control. Leaders can influence culture for good or bad. Do you have leaders that try to control the optics of culture or ones who contribute to culture?

I've learned that assessing organizational culture goes beyond surface-level observations. By using the iceberg metaphor, we explore both the visible and hidden aspects of culture. The visible represents observable behaviors and explicit values, while the hidden encompasses underlying beliefs and unspoken norms, dreams, wounds. Assessing culture requires considering the individual and collective dimensions, acknowledging personal and collective perspectives and . This comprehensive assessment uncovers strengths, limitations, and growth opportunities. Embracing this holistic approach enables effective culture change and fosters a thriving organizational culture. The magic happens when you address the four quadrants simultaneously.