Three phases you need to follow to fully engage key agents of change during your culture change journey

At The Employee Experience Project, our approach to culture change is built on?three key phases?for engaging with all agents of change and bringing them along for meaningful transformation.?

Because by breaking down the process into three distinct phases, you can?effectively navigate the complexities of cultural evolution?and ensure that all colleagues are empowered to contribute to the journey.?

Let's dive in....

Phase 1: Determining the Need

The first phase involves defining the need for cultural change by outlining the ideal culture and assessing the distance that needs to be travelled to reach that ideal state.?

This process entails a thorough exploration of the current culture within the business, identifying strengths and areas for improvement and bridging the gap between the existing culture and the desired future state.

Phase 2: Preparing for Change

In the second phase, businesses must prepare for change by?equipping and empowering key agents of change?within the organisation.??This includes:

• Executive and leadership teams,?who serve as the most authentic role models and champions of the cultural shift. Early engagement is critical if such groups are to act in a way that will build trust in the authenticity and value of the culture work. They play a crucial role in leading by example, articulating the strategic narrative, and initiating localized action planning and change initiatives.
• The HR team, as custodians of the people-process infrastructure and owners of capability building within the business. HR plays a vital role in driving cultural change by facilitating skill development, fostering a culture of learning, and ensuring alignment between organisational goals and individual development. They can truly partner with the Exec to build the people infrastructure and capability needed for the new world. They don't own culture - they enable it.
• The communication team, tasked with leading the charge on changing the conversation around culture and the psychological contract between colleagues and the business. Effective communication is key to building understanding, trust, and engagement among colleagues during times of change. In working with the comms team it's critical to support a conscious evolution of tone, style and approach to comms - one that reflects the heartbeat of the business but is signalling a change in direction that aligns with the new culture.

Phase 3: Activating the Masses

The final and longest phase focuses on activating the broader workforce, elevating their understanding of the ideal culture, and providing them with the resources and opportunities to make meaningful changes in their day-to-day work.?

By empowering colleagues to take ownership of the cultural transformation and encouraging them to drive change from within, businesses can create a sustainable and inclusive culture that aligns with their values and objectives.

To drive effective change?we need to acknowledge that everyone is a potential agent of change and all play critical but often unique roles in driving and sustaining cultural transformation.?

What do you think about this approach?

As always, if you have any thoughts on anything from this email I'd love to hear them.