Culture Change through certification or practice?
Gladys Narula
Transforming Organizations Through Adaptive Teams | Executive Education Expert | Driving Leadership Development and Organizational Change
Over the last few years that I have been consulting, I have witnessed quite a few organizations, that are proud to proclaim themselves as “awesome” places to work, often validated through popularly recognized certifications. And yet, surprisingly, some of these organizations consulted with my firm for typical issues (indicating features of not-so-awesome places to work at), such as:?
and more…..
Our baseline understanding would often boil down to the fact that organizations are keen to get these certifications for the obvious benefits: attracting good talent, having good repute in the job marketplace, aiming to foster goodwill and trust amongst stakeholders, firming up HR policies and practices, and the like. So much so, I am sure many of us have witnessed or at least heard of companies that initiated new practices or introduced new policies, to comply with the pre-requisites to such a certification. I've yet to come across a company that got certified naturally because it already had such practices or policies in place (but then I am still a young explorer).
While I do agree that opting for such certification, introduces and makes the organization go through a learning curve by itself, sometimes it may not be enough, or rather, it could exhaust your people, especially if they are already struggling with oncoming change, diversity, and/or growth.
So, what I strongly believe is that even before a company aims for such certifications, it should deliberate, whether it has some basics in place. I’d zero in on the following two things as foundational.
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And while I did say the above two are essentials, a third element, "technology," can be equally as important, depending upon the organization’s line of business.
If the above ingredients are in place, there are ample chances that that organization will naturally be a good place to work in, with a culture that is resilient and encouraging. When an organization is already halfway towards making itself a great employer brand, the journey towards getting a certification becomes more spontaneous (instead of enforcing policies and protocols). So then, what is the preparation for getting that much-desired certification? How do you set the stage?
So here are my two cents towards making this constructive. Ask yourself -
When organizations decide to pursue a certification, I have witnessed them being so heavily invested in such a target. Right from creating a core team to drawing up a checklist of different processes and practices that they will either improve, or introduce afresh altogether. But often, the race is to get the certification and doesn’t aim at diagnosing the underlying cultural concerns. There is a strong belief that once the certification is in place, cultural problems will eventually resolve. I don’t say that measures are not taken, there are several ways: brainstorming, town halls, VOEs, surveys, etc., but then do we manage to capture everything? At best, I have seen management teams and HR focus on the most prominent challenge(s) and create a redressal system or framework that aims at a resolution. But that doesn’t bring change; it showcases singular or multiple attempts to resolve a prioritized concern. Culture is much more vast than that.
So, while many of us change agents (whether formally or informally) would love for things to change for the better, we can keep wishing, unless we have a bias for action. It is action in tiny steps that eventually becomes practice, spreads as a habit, and eventually reflects the intended change we want to bring about. Trust me, unless it goes this way (and the journey can be pretty long and challenging), all of the means to get there (surveys, talks, games, etc.) are useless and just part of some annual or biannual ritual.?
So, then, how do we go about causing this change? Is it the responsibility of HR alone? Or perhaps just key management members? Of course, the action needs to begin there, but that is not enough. For change to happen, especially cultural change, one has to empower everyone around them. Yes! every single team member. Otherwise, why should they contribute if they see they have no role to play? Empowering people makes them feel wanted and worthy; it gets them to own up and be accountable toward intended goals.
So then, let’s talk about genuinely making workplaces great to be in and not just aiming at the certification that can be displayed on walls and websites.
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Here's how one can go about making their workplace genuinely awesome to be in.
The captains of the organization need to come together to discuss the values they want to inculcate as part of the organization's culture. What should these be? What are the several ways in which these can be espoused, across teams, across levels, and across functions?
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Do invest in creating wholesome culture surveys, research current best practices for your line of business, and design culture surveys that will help you gather relevant data around the culture in place, as well as leave open-ended options to see how you can collect thoughts about improvement.
Not just what the surveys might say, but look around for other sources where you can get an idea of what people think about your culture (Gen Z is far ahead and choosy, as I have observed, they are already into Glassdoor, if not for their network of networks!!). So, how you come across as an organization and what you stand for, can be traced on other platforms too, especially now that the world has gone online.
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I found the saying ‘A stitch in time saves nine’ so relevant to so many of my client organizations. Without believing in the right talent (which means that you have to figure out what is right), you may succeed in onboarding and filling up manpower, but then you will eventually realize that you are heading the ‘unreasonably-high-expectations’ culture way. Like Peter Schutz said, “Hire character. Train skill.”
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If you vest the power of bringing on change in the hands of a few captains, you will soon find that, in the larger interest of business priorities, culture often takes the backseat because captains are busy battling graver challenges, and that’s exactly how ‘Culture eats strategy for breakfast’?? . Change has to come from within and across people. Everyone should have a role to play and contribute to a better culture. Enable your teams, and empower people. Make them own it.
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What happens to a seed once you have sown it? Some don’t sprout at all, some grow some and wither away, yet some grow substantially, and then there are fungal attacks or they flourish, and then, there are quite a few that grow, and blossom perennially. It’s not too different with people. Nurture your people and watch them grow, watch them become ambassadors of the culture you desire. This way, you are already beyond half-ready to get that esteemed certification.
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Last but never the least, is how you keep your talent engaged (By now, I can't help but realize my love for quotes! Here’s another one, this one by Richard Branson). “Develop your people well, so that they can leave (that’s a risk). Treat them well enough so that they don’t want to.” This is my dressing sauce. When you are invested in your people, it shows – they grow, they look forward and they want to deliver more. All you have to do is steer the boat right direction. When you develop your people, they undergo change themselves, eventually paving the path to becoming change ambassadors. Imagine how this can drive cultural well-being!
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Ahem, it begins with how you treat them, of course.
Is your organization grappling with something similar? As always, I’m open to dialogue, and we could exchange thoughts.