What do you do if your executives struggle to communicate their vision during a culture change?

If executives are struggling to communicate cultural change, they could work with their middle managers to prepare employees to recognize impending challenges that will impact the status quo. Additionally, managers need to listen and support employees through cultural changes by creating a strategy detailing KPIs, the teams responsible for implementing change, and changes in scope. Finally, managers should encourage employees to achieve quick wins that will become embedded in the company’s culture and policies. Visit www.DavisIOPLLC.com so we can help you with cultural change.

Communicating the company strategy to employees should prioritize simplicity and clarity in the explanation. A straightforward explanation helps employees understand the strategic goals, their relevance to the company's vision, and how their contributions fit into the larger picture. It's essential to avoid overly technical or convoluted language that could confuse or disengage employees. A right strategy communication approach involves breaking down complex concepts into easily understandable terms, using visuals if necessary, and encouraging open dialogue for questions and clarifications. In contrast, a wrong strategy communication approach might involve using excessive jargon, vague statements, or a lack of context.

Engaging employees during a strategic shift, such as transitioning from oil to gas profiles in a global energy organization, is crucial for effectively communicating the vision and achieving success. In our organization, we focused on fostering employee engagement by involving them in the decision-making process early on. We conducted brainstorming sessions, town hall meetings, and workshops where employees could share their insights, concerns, and ideas regarding the transition. This not only made employees feel valued but also allowed us to address any potential challenges proactively. With this approach it became easier for us to implement any needs or speed up our growth as all employees are aware of company stratgy.

Culture change might start from the top, but it's mobilised from the middle. Listen to how your advocates are speaking about culture change and lean into the aspects and language that resonate. Avoid robotic and top down language.

From my experience, it should be a team effort. A network like this act as extended members of the project and leadership team. Setting up a champions network involves selecting individuals who are not only influential and charismatic but also genuinely interested in the project's success and making this vision a reality. We looked out people who are respected and have a good record for leading by example. They were the first to try out new ways of doing things, share the ups and downs, and give us the real feedback on what's working and what's not. It’s a straightforward approach that’s worked well for us in driving change and supporting the leadership team in further communicating the vision.

There is no one-size-fits-all approach to converting a company vision into reality. What works for one company may not necessarily work for another. It's crucial to recognize and understand that each company has its unique culture, values, and dynamics that shape how strategies are implemented and visions are realized. Therefore, it's essential to conduct a thorough assessment of your company's culture, strengths, and challenges to determine the most effective approaches for communicating and executing the vision. Tailoring strategies to align with the company's culture and leveraging what works best for its employees and stakeholders can lead to more successful outcomes and sustainable growth.