Transformational Leadership: Changing a Culture

The identity or image of a company is represented by its people and translated into a culture. It’s fascinating to observe the different behaviors, norms and beliefs of a company culture from one company to another and how closely it resembles broader social norms. The company essentially becomes a micro-society with its own established social system.

So how is that one company’s culture can be so different from another? Is it leadership, company values, norms, rewards and recognition, or a combination of variables? What if you are a division head, GM, President or CEO and you need to change the company culture? Maybe there is a change in strategy, or the culture is unhealthy. Changing a culture is hard, but not impossible and it takes time. There are some key factors to consider when making a change to the business culture.

History & Current State

It is important to acknowledge the history and current state of the company culture. The existing culture makes up the current identity of the organization and employees. It is their history and part of them, and it shapes their work attitude and experience – good or bad. Accepting the current state of the culture, pointing out the positive and negative, and rallying around what needs to be changed is crucial in the transformation process. It is important to involve employees in this process and make them feel heard and valued. This can be done through surveys, focus groups, and open forums where employees can share their thoughts and ideas.

Clear vision & Communication

Establishing a clear vision, mission, strategy, and initiatives to move the company forward is essential. Communication and transparency is key in this process. Holding events such as lunches with the president, town hall meetings, staff meetings, and 1:1s can help to ensure that everyone is on the same page. It is important to make sure that executive to middle management understands and can explain the vision, mission, strategy, and initiatives. Repeating the message and reinforcing it is crucial in making sure that everyone is on board. This can be done through regular updates, newsletters, and other forms of written and verbal communication.

Change Management

It is important to respect that people move through change at different rates. The change curve is a great example of how people react to change through different stages. Managers need to coach employees through the process and provide support and guidance. It is also important to address those that are resistant to change and find ways to help them adapt and adjust. This can be done through training, coaching, and mentoring. Below is a graphic that shows the change curve and key milestones along the curve (beamery.com).

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Engagement

Engaging employees and empowering them to make decisions is crucial in the transformation process. This does not necessarily mean that they are involved in the development of the strategy, but rather how they will do their job to achieve the goals and objectives of the company. Giving employees a sense of ownership and control will help to increase their motivation and commitment to the transformation process. This can be done through delegation, providing opportunities for growth and development, and recognizing and rewarding employees for their contributions.

Progress Evaluation

Evaluating progress is important in ensuring that the transformation is on track. Conducting annual surveys can help to identify where the company is doing well and where it needs to improve. Creating clear plans with 2-3 objectives, rather than trying to boil the ocean, can help to keep the transformation process manageable. Assigning executive owners to these plans can help to ensure accountability and follow-through. Regular progress reports and updates can help to keep everyone informed and engaged in the process. Remember to take time to celebrate progress - even the small steps!

There is no one-size-fits-all playbook when it comes to transforming the culture or identity of a company. There are guidelines and suggestions but there is no one single way to accomplish this task. It requires careful study, planning, and flexibility to adapt as you move forward in the transformation. Some aspects of change will take hold quicker than others, and other times progress will come with patience and continuous communication of the strategy.

If I had one key learning to take away from my experiences it would be to fully engage all employees early in the process with transparency and frequent communication. It doesn’t mean that consensus is required in strategy or direction, but enabling and empowering employees to take part in the transformation creates inclusion, accountability, and a sense of belonging. All strong traits to have embedded in the new culture.

What has your experience been with transformational change or change management - any key takeaways to share?

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