What are the most effective leadership roles for driving culture change?

In addition to presenting a vision, this leader weaves compelling stories that illustrate the positive impact of the cultural shift. These stories serve as powerful tools to cultivate a shared understanding and emotional connection, instilling a sense of purpose that goes beyond the strategic goals.

First and foremost, champion authenticity. Thats the key. Then foster open communication, and exemplify a commitment to continuous improvement, inspiring every team member to embrace the positive shift toward a thriving and innovative company culture.

The visionary is the driving force behind the culture change initiative, setting the direction and purpose. They craft a vivid and compelling vision of the future, passionately communicating it to inspire and motivate others. Aligning the vision with organizational strategy, goals, and values, the visionary ensures the culture change is relevant and meaningful for all stakeholders. With a keen sense of urgency, they instil excitement and provide a guiding star for the transformative journey.

I agree but while the role of a visionary leader is indispensable in setting the direction for culture change, it’s equally important to balance this with practical execution. Visionaries are adept at painting a picture of the future, but this vision needs to be translated into actionable steps. For example, a visionary leader might inspire with a concept of a more collaborative culture. However, this needs to be supported by concrete policies, training programs, and perhaps a restructuring of teams to facilitate collaboration. It’s this balance between the high-level vision and the tangible, day-to-day actions that truly drives effective culture change.

LEAD WITH A COLLECTION OF VISIONARIES - One of the biggest culture changes in health care was led by a CEO physician and their EXECUTIVE TEAM. There was a team of visionaries, not one visionary. Gary Kaplan, CEO of Virginia Mason Medical Center in Seattle transformed a struggling hospital and clinic system into a great one. He did this by taking his team to Japan to do hands on quality improvement training on the factory floor. After a week of working with top sensei's to improve a production line, the team solidified their vision for improving health care delivery. They became the first US hospital to spread lean in their culture. They are now a top hospital in the US and they're teaching the British National Health Service the skills.

Transform the role of the architect into that of an Agile Implementer. Instead of relying on static plans, this leader adopts an iterative approach to design and implementation. By embracing agility, the Agile Implementer can swiftly adjust structures, systems, and processes based on real-time feedback and emerging needs.

TRY AN ORGANIZATIONAL PSYCHOLOGIST. Based on their schooling and mental models, Org Psych experts have a broad systems view of the organization. Their perspective can help leaders understand new ways of seeing and responding to the culture. For instance, a CEO who has succeeded using a visionary, pacesetter style of leadership can learn from an Org Psych person that the culture needs a more inclusive style of leadership. Rather than charging ahead, the Org Psych person can help the leader get input with town halls and surveys. The Org Psych person can also develop regular feedback systems, for instance, do quarterly "pulse" surveys. This can evolve into a more interactive dialogue between leaders and associates and make inclusion a norm.

EXECUTIVE COACHES can help with a big change. They're good at advising leaders about ways to handle employees' emotional reactions to change. Top leaders spearheading a big change can stretch people out of their comfort zones. As a result, leaders can face intense emotions from employees. A good example is the movie Moneyball starring Brad Pitt. The leader made a big change that caused great discomfort in his organization. Employees even doubted their leader's wisdom. An executive coach can help leaders figure out how to respond to people's feelings. They can help leaders be humanistic and encouraging, rather just driving forward with change. See the book: Hot Leaders & Cool Facilitators by Bart Wendell, PhD, who is a top executive coach.

The leadership style driving culture change is coaching, which involves: - Developing and empowering people. - Providing guidance and support. - Encouraging learning and growth. - Fostering trust, collaboration, and innovation. - Building capacity and accountability. A coach plays a crucial role in facilitating culture change and creating a culture of ownership.

In my experience, the coach’s role in culture change is not just about imparting knowledge or skills, but also about fostering an environment of empathy and continuous learning. By understanding the emotional journey individuals go through during change, a coach can tailor their support to meet these varying needs. For instance, a coach can facilitate workshops or discussions where team members share their apprehensions and insights about the change, turning challenges into learning opportunities. Additionally, a coach who encourages experimentation and learning from failures cultivates an innovative mindset, crucial for adapting to change.

Serving a calling higher than oneself is the most important aspect of leadership. When you believe passionately about the mission people will follow you. When you put the needs of the organization above your own needs people will trust you. When you are part of the team as opposed to above the team people will accept you. When you pitch in and show up people will respect you. When you demonstrate that you don’t believe that you’re superior to anyone else in the team people will love you. In essence, effective leadership entails serving a higher purpose, inspiring trust through passion for the mission, and being an integral part of the team who is willing to put in the same hard work as everyone else.

MODEL THE WAY. Leaders who model the way inspire people. They build energy, excitement, and momentum. They engage people with their convictions, enthusiasm, and vision. An exceptional example of modeling the way is Mother Teresa. She started in 1950 with 12 helpers, few resources, and one house. Seventy years later there are now 750 houses for the poor in 139 countries. And, 5,500 people are staffing the houses to serve the poor. This shows how a leader who develops a clear purpose, vision, and guiding principles and then lives by them fosters change.

INNOVATORS and EARLY ADOPTERS make great CHAMPIONS for a culture change. They already see what is possible and the benefits of adopting a new approach to business. A great example is Yvonne Chouinard the founder and CEO of Patagonia. Early in life, as a Yosemite rock climber, Chouinard pioneered bill wall climbing. His climb of El Capitan was photographed by news media. Rock climbing became a national sport. Chouinard was a "innovator" and "early adopter" of a sport that was already popular in Europe. He made it popular in the US. He then began making and selling climbing tools in 1973. Patagonia expanded its product line to include outdoor clothing and gear for hiking, skiing, and surfing. As a CEO, Chouinard promoted work-life balance.

The Germans have a phrase that says “Fish starts to stink from the head”. It is used when things fail because the leaders are not doing the right thing. If you want culture change it comes down to does the CEO and other C-Level have to live it. That means the CEO has to be all of the roles above and put a lot of energy into communicating it. They have to live it, preach it and be honest where they struggle with it. I have seen terrible examples where C-Level believe culture change applies to teams and them. Everything from working in the office rules to values and behavior failed because they did not follow it. If you are a CEO then don’t agree to culture changes you cannot live. Otherwise you and they will fail.

Culture change occurs when the WHAT (strategy/goal/task) and HOW (how one thinks and behavior) are connected and become habits.

Culture changes are similar to technology changes. They follow the laws of DIFFUSION OF INNOVATIONS. Typically, a few innovators see a new way of working or behaving that they believe are superior to the current state. They envision a desired future state and start experimenting with it. In the process, they bring along early adopters. Early adopters then bring along the early majority. It's like a bell curve. Once the early majority has adopted the change, it reaches a tipping point. Soon, the late majority adopts the change. The book "Diffusion of Innovations" by Everett Rogers explores the process by which new ideas and technologies spread through societies and examines the factors that influence the rate of adoption.

In addition to the 5 leadership roles, there are other crucial roles that leaders can play in driving culture change within an organization. They are: The Communicator; The Story Teller ; The Catalyst; The Bridge-Builder; The Celebrator. I like the leadership role (of Story Teller ) which was effectively used by Steve Jobs. He used stories to connect with his audience and sell his products. Similarly Ms Sheryl Sandberg is a powerful Story Teller who could connect with people on an emotional level and inspire.

Understand where you excel as a leader and then seek environments where this will enable you to thrive. Authenticity and role modelling is key to the shadow you cast as a leader. Find the places where you can do this with ease.