The 5 most common things we find Execs are typically thinking (but not always saying!) that hinder culture change

Pretty much everyone I talk to about the challenges of culture change mention executive engagement and activation as their first barrier to success.

The tools and language we provide to support Engagement are always among the most regularly flagged ‘most valued takeaways’ from our Culture Change Makers Course.

Rightly so, engaging Execs is hard, especially in the backdrop of years where culture was always considered this thing that hangs about our businesses unmanageable, undesirable and influenceable.

But the more we can shift Execs away from that view and host conversations to confront their limiting beliefs, helping them see that culture is purely about taking action to create an ointment that actively enforces the behaviours you need to succeed, the sooner we can engage them more proactively.

So, to help you get started, here are the 5 most common things we find Execs are typically thinking but not always saying that get in the way of their active involvement in culture change:

1. "Culture Change is HR's Responsibility"

Many leaders view culture change as something that falls squarely within the remit of the HR department. While HR plays a critical role in guiding and supporting culture initiatives by helping create clarity on ideal culture and building the capability and infrastructure needed in the business to lead in a way that brings that reality, real change happens when it is driven from the top. Leaders must recognise that they set the tone for the entire organisation. By actively participating, modelling and creating systems/ processes and an environment that enables the desired behaviours, they can influence others and embed cultural change throughout the company.

2. "Our Culture is Already Great, We Don't Need to Change"

Complacency can be a significant barrier to culture change. Leaders who believe their current culture is sufficient may overlook subtle signs of underlying issues. Even successful organisations must continuously evolve to ensure their culture and the behaviours they activate in employees stay competitive and relevant. Regularly assessing the organisational culture and being open to change ensures that it remains aligned with the company’s goals and the ever-changing business landscape.

3. "Culture Change Takes Too Long and Yields Slow Results"

Cultural transformation is often seen as a long, drawn-out process with benefits that are not immediately visible. While it's true that culture change doesn't happen overnight, the long-term advantages far outweigh the initial investment of time and effort. Leaders should focus on setting realistic expectations and celebrating small wins along the way to maintain momentum and demonstrate progress.

4. "Employee Behaviour is Solely About Their Attitudes and Capabilities"

A common misconception is that employee behaviour is purely a reflection of individual attitudes and capabilities, separate from the organisational culture. This belief can lead to overlooking the significant influence of the work environment.

5. "Changing Culture is Too Hard"

The belief that culture is too hard to change can be a major roadblock. This mindset often stems from a misunderstanding of what culture change entails and a fear of the unknown.

• "It's Impossible to Change Long-Standing Behaviours"
• "Employees Will Resist Any Change"
• "We Don't Have the Right Tools or Resources"
• "We've Tried Before and Failed"

If you want some practical tools and techniques to overcome these beliefs and bring your exec online we have just run a webinar that provides all this info.

Drop me a message if you'd like a link to the recording.