You're a new manager in a company with an outdated culture. How can you change the status quo?

Culture of the organisation is never static and evolves with time. If the culture of the organisation is outdated, it is important to understand the aspects that aren’t working well. Start with understanding from the HR team the ethos, values, practises in the organisation. Since you come from outside, share the outside in perspective. Tie your thoughts with the business strategy of the organisation. Any change to company culture cannot be drastic and needs to have short term milestones for what the organisation wants to achieve in the long run.

To change the status quo of an outdated company culture, it's crucial to first assess the current culture comprehensively. This involves observing employee behaviors, reviewing company policies and procedures, conducting surveys or interviews to gather employee perceptions, and examining the organization's values and mission alignment. By understanding the prevailing attitudes, norms, and communication patterns within the company, you can identify areas for improvement and formulate strategies to foster a more inclusive, innovative, and adaptive culture that aligns with the company's vision and values.

? We can conduct a thorough assessment of the current culture through - surveys, - interviews, and - focus groups. ? Utilize Schein's Organizational Culture Model to understand underlying assumptions, values, and artifacts. ? Example: Identify if a hierarchical structure is limiting open communication and employee engagement. ? Articulate a compelling vision for the cultural transformation that aligns with the company’s strategic objectives. ? Kotter’s 8-Step Change Model can guide this process, starting with creating a sense of urgency around the need for change. ? Clearly communicate how the new culture will benefit both the organization and its employees.

Understanding the company's existing culture is crucial before initiating changes. By assessing strengths, weaknesses, values, beliefs, and norms, and observing communication, collaboration, problem-solving, and response to feedback and change, one can create a roadmap for successful transformation. Aligning strategies with company culture fosters trust, open communication, and acceptance of change, setting the stage for sustainable change management.

As a new manager, changing an outdated company culture involves identifying and articulating the desired culture clearly. This could include fostering a culture of innovation, collaboration, transparency, and continuous improvement. The desired culture may prioritize employee well-being, diversity and inclusion, and a customer-centric approach. Emphasizing values such as accountability, integrity, and adaptability can also be crucial. Communicating this vision consistently and leading by example are vital steps in aligning the team towards the desired cultural shift. Additionally, providing training and support to employees to help them embrace and embody the new culture is essential.

To change an outdated company culture as a new manager, involving and empowering the team is paramount. Start by fostering open communication channels to understand employees' perspectives and concerns. Encourage participation in decision-making processes, seeking input on initiatives to revitalize the culture. Empower team members by delegating responsibilities and providing opportunities for professional growth and development. Recognize and reward innovative ideas and contributions that align with the desired cultural shift. By involving and empowering the team, you create a sense of ownership and commitment, driving meaningful change collaboratively.

Hace algunos a?os, el que terminó siendo mi jefe, era el VP de RH en esta empresa en la que la cultura daba mucho que desear. El primer y más importante paso que dio fue tan sencillo pero con TANTO impacto: llegó sin corbata. y los días siguientes, fue sin corbata. Al inicio, la gente empezó a hablar al respecto y lo notorio de ese comportamiento, y en las semanas y meses siguientes que pasó? La gente lo empezó a hacer también. Esto abrió la conversación. a muchos cambios que vinieron después, que nos llevaron a moldear la cultura que buscábamos. Como líder de RH, es crucial que seas embajador de la cultura, y que seas un ejemplo a seguir de cara a los comportamientos que quieras ver en la gente. Atrévete a cambiar el status quo!

? Establish mechanisms to reinforce the desired behaviors, such as recognition programs, performance evaluation criteria, and career development opportunities aligned with the new cultural values. ? Introducing a peer-recognition program that rewards collaboration and innovation can reinforce these values at the grassroots level.

As per my understanding culture is not an art run by the Human Resource team. Culture is build by the management from top to down which is directed by the Human Resource team with in the entire organisation. Some key points are mandatory for build the culture. Change the mindset is mandatory. Designations are assigned with Authorities with each departments. New policies can be implemented. Down to earth concept or open culture should followed across the company by each employees.

Ideally it's difficult to change the culture of a company if the leader of the company still believes that the culture works. However as a manager you can consider what small changes you can make and what is the culture you would want to drive without overstepping the boundaries set by the company. For instance the company may have a habit of burning the midnight oil. It's important to assess whether that's really a differentiator for productivity or whether there is a need to change the habits of people and make processes faster to avoid this

? Ensure that leaders at all levels are committed to the change and understand their role in modeling the desired behaviors. ? Leadership workshops focusing on transformational leadership skills can equip leaders to inspire and motivate their teams through this change. ? Identify and train change agents within the organization who can champion the culture change among their peers. ? Utilize Lewin’s Change Management Model to "unfreeze" the current state, move towards the new vision, and "refreeze" the new behaviors as the norm.

I'm working with teams that combine different cultures (here includes ethnics, religions, LGBT, etc.) plus a spectrum of age, knowledge, social status and life experiences. To me, AI is a lifesaver. I highly recommend AI when it comes to HR.