We happen to be leading a culture/social shift in our country (not our organization). - identify the leaders with strong beliefs. - get rid of non-exceptional followers that hide behind the broken system - get people with healthy energy and get rid of people that eat-up energy - add experience/levels - remove stiffness - it’s not just a business - there has to be passion - find people that are willing to give it all even if the probable outcome is failure! - more to share but limited by word count!

Las transformaciones culturales exitosas que me ha tocado vivir han coincidido en algunos puntos: - El "senior management" debe estar convencido y transmitirlo, liderando el cambio con el ejemplo - El cambio debe comunicarse de manera clara, explicando qué cambiará y por y para qué - La bajada del cambio debe ser concreta en todos los niveles, ayudando a todos en la transición y explicando en qué se traduce ese cambio en el rol de cada colaborador - Involucrar a la mayor cantidad posible de personas y comunicar de forma lúdica y participativa, tener "Champions" o "Embajadores", que acerquen el mensaje a todos los niveles. Hacerlo simple. Si un líder no puede explicar el cambio en una forma simple, parecerá que no cree en el proceso.

To lead a lasting culture shift, start by clearly defining the vision and values driving the change, ensuring alignment with organizational goals. Engage leaders at every level to model behaviors that reflect the new culture, as their example sets the tone. Involve employees actively by seeking their input and integrating their feedback, which builds ownership and commitment. Provide training and resources to equip everyone with the skills to embrace the shift. Regularly communicate progress and celebrate milestones to keep momentum strong. Finally, establish accountability measures and evaluate the impact over time to reinforce and sustain the transformation.

In order to achieve a lasting cultural shift, the culture has to be intentionally defined. That means a set of shared behavioral norms have to be specified, communicated, and lived by the executives of the organization. Defining them is paramount. Otherwise, the culture will shift the minute a new CEO is hired. To protect a great culture, the new CEO has to be a cultural fit. During the selection process, they are told how important the culture is, and that they are expected to embrace, and live the norms. No flavor of the month is allowed. Can they improve them? Sure. There is a process for that as well. If the culture isn't defined, then you have an unintentional culture. That changes with each leadership change.

Focus on aligning behaviors and mindsets with strategic goals, emphasizing consistency, and measure progress. Research from McKinsey & Company shows that transformations are 1.5 times more likely to succeed when leaders model desired changes and engage employees at all levels. Tracking key metrics—such as engagement scores, turnover rates, and performance indicators—provides real-time feedback to adapt strategies as needed, ensuring that new practices become embedded in the organization's fabric (McKinsey, 2023).