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Your company is undergoing a culture change. What are the most common mistakes you should avoid?

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Culture change is a process of transforming the values, beliefs, and behaviors of an organization to achieve a desired outcome. It can be driven by various factors, such as market shifts, customer demands, innovation, mergers, or crises. However, culture change is not easy, and it often faces resistance, confusion, and backlash from employees. To avoid some of the most common pitfalls of culture change, here are some tips to keep in mind.

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Christina Rama, MD, MMM

Chief Medical Officer
Isidora Usendic Stosic

Strategic HR Leader with a passion for driving business by creating an outstanding employee experience.
Atila Persici Filho ∴

1 Communicate the vision

One of the biggest mistakes you can make when initiating a culture change is to assume that everyone understands and supports the new direction. Without a clear and compelling vision, employees may feel lost, skeptical, or resentful. Therefore, you need to communicate the vision frequently and consistently, using different channels and formats. Explain why the change is necessary, what are the benefits, and how it aligns with the organization's purpose and values. Make sure to address any questions or concerns, and invite feedback and input from employees.

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Christina Rama, MD, MMM

Chief Medical Officer
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It's easy for leaders to make assumptions about a company's culture based on surface observations or preconceived notions. However, true understanding of culture requires investing time in genuine conversations with the people who embody that culture. Leaders must engage with employees at all levels and create an environment where individuals feel safe expressing their thoughts and opinions candidly so they gain a comprehensive understanding of its strengths, weaknesses, and nuances. Authenticity and transparency are non-negotiable. Employees need to trust that their leaders are being genuine and forthcoming. Without this trust, fear and uncertainty can breed, eroding the very foundation of the culture that once thrived.

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Monica Anand
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You know, I think good communication is key when we're trying to change our company culture. I mean, change can make a lot of us feel a bit unsure about things, right? But when our leaders lay out a clear plan and vision, it doesn't just calm our worries—it gets us on board and excited about it. It's like we all get on the same page, and the change feels more like a team effort rather than something just coming from the higher-ups.

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Atila Persici Filho ∴
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Comunicar a vis?o é crucial, mas n?o devemos apenas transmitir a mensagem; devemos garantir que ela seja internalizada. Para isso, é essencial promover um diálogo aberto e contínuo, convidando os funcionários a participar ativamente da constru??o dessa nova dire??o. N?o se trata apenas de transmitir informa??es, mas de criar um sentido de propósito compartilhado, onde cada indivíduo se sinta parte integrante da jornada rumo a uma cultura renovada.

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Kathy Ratcliffe

Engineering Engagement to Raise Industrial Performance, Profitability & Productivity
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Review and revise your mission statement. If it doesn't include reference to people, their development and welfare, put that right first.

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2 Engage the leaders

Another common mistake is to neglect the role of leaders in driving and modeling the culture change. Leaders are the ones who set the tone, influence the behaviors, and reinforce the expectations of the new culture. If they are not on board, or if they act inconsistently, they will undermine the credibility and effectiveness of the change. Therefore, you need to engage the leaders at all levels, from the top executives to the front-line managers. Provide them with training, coaching, and support to help them embrace and embody the new culture. Recognize and reward their efforts, and hold them accountable for their actions.

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Atila Persici Filho ∴
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Engajar os líderes vai além de simplesmente fornecer treinamento; é sobre inspirar uma mudan?a genuína de mentalidade e comportamento. Os líderes devem ser os arautos da nova cultura, n?o apenas através de palavras, mas principalmente por meio de suas a??es e exemplos diários. Ao fortalecer sua conex?o emocional com a vis?o, os líderes se tornam catalisadores poderosos de transforma??o, influenciando positivamente suas equipes e garantindo a sustentabilidade da mudan?a.

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Isidora Usendic Stosic

Strategic HR Leader with a passion for driving business by creating an outstanding employee experience.
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Sometimes, we focus on engaging leaders according to the organisational chart. Yet informal leaders or Key Opinion Leaders could play even more important roles. They need to understand the true reasons for the change and all its effects. Honest conversation and openness to a different perspective matter the most. If a company additionally, shows the ability to incorporate such perspectives and adjust change plans, then it is on the good path to success!

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Kathy Ratcliffe

Engineering Engagement to Raise Industrial Performance, Profitability & Productivity
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Some leaders won't want to be part of this. They'll fear losing ground on their own power base, and want to hang onto the status quo. Without cornering anyone, convey that the changes you want to make are non-negotiable, and where signs of dissent appear (e.g. in the way subordinates are spoken of, and inconsistent stories surrounding negative events), make sure they are questioned and appropriately addressed.

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3 Empower the employees

A third common mistake is to impose the culture change from the top down, without involving or empowering the employees. This can create a sense of alienation, frustration, or resistance among the staff, who may feel that their opinions and contributions are not valued. Therefore, you need to empower the employees to participate and co-create the culture change. Give them a voice, a choice, and a role in the process. Provide them with information, resources, and tools to help them adapt and thrive in the new culture. Celebrate their successes, and acknowledge their challenges.

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Isidora Usendic Stosic

Strategic HR Leader with a passion for driving business by creating an outstanding employee experience.
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Many companies try to involve employees early. They share vision, do Q&A, and organise talks but do not effectively take any employee feedback. Empowerment comes not only from listening but also from being heard. This is the hardest part.

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Atila Persici Filho ∴
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A verdadeira mudan?a de cultura emerge quando cada indivíduo se sente capacitado e responsável por sua realiza??o. Em vez de impor mudan?as de cima para baixo, devemos criar um ambiente que promova a autonomia, a colabora??o e a inova??o. Ao investir na capacita??o dos colaboradores e encorajá-los a liderar a mudan?a em suas próprias áreas, n?o apenas aumentamos o engajamento, mas também cultivamos uma cultura de aprendizado contínuo e adapta??o ágil.

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Kathy Ratcliffe

Engineering Engagement to Raise Industrial Performance, Profitability & Productivity
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Engage the employee base from the outset. WorldLine does this as a matter of course in its Foundation deliveries. All that's written on Point 3 is of paramount importance.

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4 Monitor the progress

A fourth common mistake is to assume that the culture change is done once the initial goals are met, or that it will happen automatically over time. Culture change is an ongoing and dynamic process, that requires constant monitoring, evaluation, and adjustment. Therefore, you need to measure the progress and impact of the culture change, using both quantitative and qualitative indicators. Collect feedback, data, and stories from employees, customers, and stakeholders. Analyze the results, and identify the gaps, strengths, and opportunities. Communicate the findings, and implement the necessary changes.

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Atila Persici Filho ∴
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O sucesso na mudan?a de cultura n?o é uma linha de chegada, mas sim uma jornada contínua de evolu??o e melhoria. Portanto, n?o basta apenas definir metas e métricas; devemos adotar uma abordagem adaptativa, respondendo proativamente às mudan?as e desafios que surgem ao longo do caminho. Ao mantermos um ciclo de monitoramento, avalia??o e ajuste constante, podemos garantir que nossa cultura organizacional permane?a alinhada com nossos objetivos e valores em constante evolu??o.

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Kathy Ratcliffe

Engineering Engagement to Raise Industrial Performance, Profitability & Productivity
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Continuous Improvement arises from this kind of change - a constantly innovating process of forward-motion. As you monitor, make room for progress at the same time, so that involvement becomes second nature.

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5 Learn from the mistakes

A fifth common mistake is to ignore or hide the mistakes that inevitably occur during the culture change. Mistakes are not failures, but opportunities to learn, improve, and innovate. Therefore, you need to embrace and learn from the mistakes, both yours and others'. Create a culture of openness, trust, and feedback, where mistakes are not punished, but shared and discussed. Encourage experimentation, risk-taking, and curiosity, and reward learning and growth. Learn from the best practices and experiences of other organizations that have gone through similar culture changes.

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Atila Persici Filho ∴
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Os erros s?o valiosos combustíveis para a inova??o e o crescimento, desde que os abracemos com uma mentalidade de aprendizado. Em vez de punir ou esconder falhas, devemos encorajar uma cultura que celebre a experimenta??o e a resiliência. Crie espa?os seguros onde os funcionários se sintam à vontade para compartilhar suas experiências, aprender uns com os outros e transformar os desafios em oportunidades. Lembre-se: os maiores avan?os muitas vezes surgem das li??es aprendidas em momentos de adversidade.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Atila Persici Filho ∴
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é crucial reconhecer o papel da lideran?a intermediária na implementa??o eficaz da mudan?a de cultura. Muitas vezes, s?o esses líderes do dia a dia que atuam como pontes entre a alta administra??o e as equipes operacionais, traduzindo a vis?o em a??es tangíveis no nível operacional. Ao capacitá-los e envolvê-los ativamente no processo de mudan?a, podemos garantir uma implementa??o mais fluida e uma ades?o mais ampla em toda a organiza??o.

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Ira Arkhipova

HR Capability&OD Expert, MBA, GRP, CTT Consultant, ATD Master Trainer, Prosci Change Practitioner, ICAgile Certified Professional
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Culture change is not just about changing policies or procedures, it is about changing underlying beliefs, values, and behaviors. Focusing only on the surface level changes without addressing the deeper cultural issues can lead to a lack of sustained change.

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Your company is undergoing a culture change. What are the most common mistakes you should avoid?

1

2

3

4

5

6

1 Communicate the vision

2 Engage the leaders

3 Empower the employees

4 Monitor the progress

5 Learn from the mistakes

6 Here’s what else to consider

Culture Change

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Your company is undergoing a culture change. What are the most common mistakes you should avoid?

1

2

3

4

5

6

1 Communicate the vision

2 Engage the leaders

3 Empower the employees

4 Monitor the progress

5 Learn from the mistakes

6 Here’s what else to consider

Culture Change

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感谢您的反馈

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