Connecting with Culture Change

Hi there,

When we’re part of a system (like in an organisation), we all have a basic need for?clarity?on what is happening around us and why.

So, if your organisation is going through a culture change programme, you might be hoping for a perfectly packaged Public Service Announcement giving you everything you need to know.

But clarity about culture change doesn't always come that way.?

Why? Because, unlike technology or process change, human behaviour change doesn’t tend to follow a schedule of milestones.?

A culture change programme is likely to be iterative - engaging and involving people in changing?how you do things*?over time. So it might not be straightforward for leaders to paint a clear roadmap.?

But, without a concrete?plan on a page, how can you find ways to understand it and connect with it??

One of the best ways to learn about how your organisation’s culture is changing is through conversation.?

In an ideal world, there would already be some great conversations happening across your organisation, ready for you to tap into (like AMAs and workshops). But if not, there’s nothing stopping you from getting out there and striking up those conversations yourself.

Start by asking your line manager (or a trusted mentor in the organisation) for some time. It's a good idea to come prepared with some questions.?Here are some ideas:

1)?What will be important to our customers in the future??(If your organisation doesn’t have customers, you can replace as appropriate here - like service or end users, clients or community members).

This will help you to understand any likely shifts in *WHAT* the organisation does - like the products you design and the technologies you use.

2)?HOW?will we all need to change to make this happen?

This?is where culture comes in. You’ll hear about likely changes in *HOW* you do things. Or the behaviours people use to get *WHAT* they do...done.

As an example, at the moment, I’m seeing lots of organisations trying to shift the way they communicate - like demonstrating empathy when dealing with customers.

3)?What skills and capabilities will be important for all of us as we make these changes?

This will give you more specific insight on how you might want to focus your development plan to futureproof?how you do things.?The big behavioural skills I'm hearing about at the moment are?relationship-building, emotional intelligence & (unsurprisingly) adaptability.

Keep the conversation going with colleagues on your team. And even with colleagues in other parts of the organisation.??This will help you understand different perspectives and continue to make sense of how things are changing.?

But more importantly, it will equip you with the best asset available to see you through culture change: human connection.

I'd love to hear how you get on.

Bye for now,

Erin

?PS: If the idea of a changing culture leaves you feeling unsettled – I can tell you, this is a totally normal response. My course ‘Preparing for Change’ might be able to help. You can find it here or by clicking on the image below.

* IMO the best definition of culture harks way back to 1982 - when researchers Deal and Kennedy defined it simply as 'How we do things around here'.

This newsletter is part of a series to help you find ways to change your experience of?work?for the?better. Subscribe and you'll find it in your inbox each month.