Culture Transformation: The Need for Conviction

Whether conviction is included as part of the training or occurs elsewhere, it must nonetheless be a significant component of the plan for culture transformation. By conviction, I mean that the hearts and passions of the people need to be engaged. Emotions are a vital part of who we are as human beings, and a powerful motivator. That's why attempting any form of transformation, especially a cultural one, without paying significant attention to building personal conviction is often ineffective.

As individuals go about their day-to-day work they carry with them certain beliefs, and certain convictions related to the organization. They are proud to be associated with the company; or they believe passionately in the products; or they stay with that company because of what it does for others; or they are convinced that this is the most effective way to provide for their families, their well-being, and their own personal priorities. Whatever they are, people carry convictions with them every day while at work.

Sometimes these convictions are extremely helpful and vital to an organization. The conviction that their organization is among the best in the industry in which they compete builds pride; sometimes the conviction is that their product or service is unique, and doing a great service to the world; sometimes simply the conviction that this is the best possible place to earn a living is important. As human beings we make many decisions based virtually entirely on conviction or emotion; from how we spend our leisure time, to whom we decide to spend our life with, to where we choose to work. Whatever they are, the convictions which we have as individuals drive us to action, or commitment, or the decisions as to whether to stay at a company or leave it; or to determine how we interact with our colleagues, or customers, or others within the company.

Our activities and behaviors are influenced by the things which we believe, not simply by the things which we know. If we do not fully value the beliefs which people have, and the degree to which those convictions and beliefs will drive them towards action or inaction, we are missing a crucial component of behavior change.?

Consequently, any culture transformation needs to include a significant component around changing people’s convictions or beliefs. This is not something that is Machiavellian or has to be done with some form of subterfuge. Rather, there are clear approaches that can help change personal convictions in a way that is transparent, respectful, and value-based.

For example, if the objective is to move towards a culture of greater profitability, then asking individuals within the organization to participate in an experience or work through a simulation that mirrors the current reality can help greatly. If it also mirrors the future reality where much greater profit is achieved it can help people understand for themselves what components need to change to produce more profit; and the long term impact of doing so. They thereby develop a personal appreciation of the benefit of achieving it, and the undesirable consequences of merely maintaining the status quo.

People may understand intellectually why more profit is needed, but they probably do not understand how it affects them personally, and may have no conviction that they can meaningfully change it. However, when participating in a simulation or experiential activity that shows they can each play a significant role, and fully understand how their functional area can contribute, then they are far more motivated to engage on that journey.

A powerful motivational speaker can certainly build passion and conviction, but it is temporary and fleeting. If the motivational speaker is to maintain that level of emotional engagement for an extended period of time, then the listener has to be in the presence of that speaker almost continuously to be influenced by the motivational speaker’s passion. This may ultimately produce conviction, but even then it is questionable whether the listener has actually formed sustainable personable convictions.

However, if an individual goes through a personal experience that mirrors the intended transformation, and has a chance to discuss at length various viewpoints, then that level of personal involvement and engagement builds conviction. People learn by doing, by being engaged and involved. Consequently, any culture transformation must allow time for conviction to build, and be reinforced continually. Experiential learning and simulations can go a long way to providing the basis for discussion, self-reflection, and coming to a personal point of choice. This is what builds conviction and provides a foundation for the future activities that follow, as the transformation then moves to building skills based on that conviction.

By putting them through an experience that allows them to see their own behavior and measure the productivity of that, and then see that other behaviors are possible and the significantly improved productivity that results from those behaviors, conviction is built. People come away from that kind of experience realizing that it is possible to change and to learn how to change. They are now more open to change when they see that it can be done, and they have acquired a personal conviction that new behaviors are possible and attainable.

In this way, some form of activity that engages people, and allows them to do things and draw conclusions for themselves, is a powerful way in which to build conviction, and reach beyond the intellect into the emotions.

Another way to support this objective is for senior management to be visible, and constantly repeating the message of the transformation and its rationale. When senior management are visible, and consistent in their messaging, then those individuals within the company that are the most highly respected (senior management) are sending a message with which others will identify, and of which they want to be a part. When the message is transparent, honest, and consistently repeated, then conviction is built regarding its importance, and it begins to affect how others feel, think and act.

Again, I often feel as though we underestimate the importance and impact of senior management on shaping behavior and beliefs. An organization takes on the complexion of its management. If that management wishes people to behave in a different fashion, and develop convictions around the importance of new behaviors, then those leading need to show that they both know, and truly believe in, what they are asking of others.

One of the challenges organizations face is that senior management will often have this conviction, but then need to rely on layers of leadership below to carry the message. It is the kiss of death when leaders two or three layers below say things like: “They say we have to do this,” or “This is the message I was told to communicate,” or worst of all, “I do not agree, but I have to tell you this.” It is absolutely vital that every layer of management demonstrates that they are personally convinced as to the need for the culture transformation, and the steps being taken to achieve it. When they communicate this message then it will succeed. As fire kindles fire, so passion kindles conviction.

The third way to support building conviction within an organization is to ensure that the human resource practices of the organization are aligned with the new behaviors. When individuals are promoted because they demonstrate the new behaviors, when individuals are recruited into an organization because they have qualities consistent with the new behaviors, when the performance management systems reflect feedback against the new behaviors, and when the high potential program reflects the importance of demonstrating the new behaviors, then the organization quickly realizes that the company is serious about these new behaviors. People realize that to be successful going forward they must clearly develop their own convictions around the culture transformation, it’s benefit, and the need for all to demonstrate it.

Too often a culture transformation occurs in isolation from all the other practices related to the people of the company. A culture transformation is simply a matter of changing the behaviors of people, and as such every aspect of people management should be touched by it. Conviction will follow when each individual feels as though the practices, policies and procedures of the company are all aligned against these new behaviors. They will then understand its importance, and begin to develop the beliefs that are necessary to fully commit to learning and applying the new behaviors necessary for the transformation to occur.

When these three tools are brought to bear: experiential learning, senior management visibility, and aligned HR practices, conviction will grow.