Three Ways Culture Change Initiatives Can Go Wrong

Culture... Often talked about -- seldom defined.

At The Yes Works, we think of culture as:

The set of contagious behaviors and attitudes in a community.

Your company is a community, and all behaviors and attitudes are contagious.

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First Culture Change Pitfall: What's the matter with these people?

Watch out for:

It's easy to point the finger at people in our organizations whose behavior we don't like.

• "Kids these days" -- Millennials, Gen Z, etc...
• "They don't get it."
• "Entitled"
• "Bad attitude."

When leaders have these thoughts, that's a good sign that it's time for a culture shift.

It's also a trap when leaders stay there. Believing these thoughts -- there's something wrong with my people -- creates leadership behaviors that exacerbate the problem.

Instead try:

Assume positive intent.

You have the people you have. And the vast majority of people want to behave ethically, earn respect, do work they're proud of.

When you operate from the assumption that everyone on your team has a strong intent (even a strong work ethic in their heart-of-hearts, you've done the first bit (and perhaps the most powerful bit) of culture change.

Your attitudes and behaviors, as a leader of the org, have tremendous influence and leverage.

You leaders are the most contagious people in your organizations.

Second Culture Change Pitfall: The Context Blind Spot

Watch out for:

Seeking behavior change without paying attention to and changing the context/circumstances in your company that may be creating/fostering those behaviors.

You may be dealing with some subtle cause and effect.

I'll never forget the CEO who asked me, "Why doesn't anyone trust anyone here, especially the leadership team?"

When I pulled into the parking lot where staff parks, I saw a bunch of big bold signs:

"We will not be responsible for theft or damage." In other words, "You and your stuff are not safe, and nobody has your back."

And then, when I read through their employee handbook, I saw that (like most), it said, "We don't trust you as far as we can throw you," on every page.

Are you asking:

• "Why do people keep hoarding information?" (While promotions consistently go to those who control access to knowledge)
• "Why won't anyone take risks?" (While maintaining a zero-tolerance policy for failure)
• "Why isn't anyone innovating?" (While requiring three levels of approval for any new idea)

Instead try:

Examine your organizational ecosystem like a scientist. What conditions are creating and reinforcing current behaviors?

• Read your employee handbook carefully (ask us for our assessment rubric) for signals you may be sending that you don't trust or respect employees.
• Anonymously survey your team with a single question, "What do you understand that you wish all the leaders in this organization understood?"
• Ask yourself, "Would I want my son/daughter working under these conditions and being led the way our team is led?"
• Review your mission statement. Is it worth people dedicating their life to?

Then, deliberately engineer an environment where desired behaviors become the path of least resistance -- where people are treated with respect and dignity, not just by people, but by policy and procedure as well.

We're responsive creatures. And we behave differently depending on our circumstances.

Third Culture Change Pitfall: The "Culture Change Is Slow" Trap

Watch out for:

Conventional wisdom says culture change is slow. Poppycock. Check out this transformation of Kanon Electric's culture practically overnight.

When leaders believe culture change is slow, they often tolerate the "old behaviors" for a while because, "new behaviors will take a while to take hold."

This creates a dangerous mixed message: "This is our new culture... but not really yet." "We're serious about this change... but take your time." "These are our standards... except when they're not."

It's like telling someone the building is on fire, but suggesting they finish their coffee first.

Instead try:

Make the standard you set the standard you hold - from day one.

Yes, have compassion and understanding that old habits die hard. AND also maintain clear, consistent expectations from the start.

• Set crystal clear behavioral expectations
• Address deviations immediately, consistently, and with compassion
• Acknowledge the challenge of changing habits while maintaining the standard
• Provide support, training, and coaching through the transition
• Celebrate early wins and quick adopters

Think of it like switching which side of the road you drive on - you can't do it gradually. And London didn't give Kevin Klein a pass for forgetting in "A Fish Called Wanda."

Don't Wait -- Think Compounding Interest

You know the deal with compounding interest. The sooner you start, the higher the heights you'll reach.

Culture change is like that.

Today's small wins become tomorrow's breakthrough results. New behaviors reinforce each other. Trust builds on trust. Innovation sparks more innovation.

The good news... The best time to start was long ago. The next best time is today.

Your team is capable of remarkable transformation. We see it happen all the time with our clients -- not over years, but over weeks.

Want to explore how to make that kind of rapid, lasting culture change in your organization? Let's talk. Book a call here.

We can't wait to share more tailored insights into your current culture.