Changing mindsets is about uncovering blind-spots with regard to areas for improvement. It is about questioning assumptions of thinking, behaviour and practices that are no longer relevant or useful. It is about reducing complacency in the workplace to increase innovation, productivity and performance.
Changing mindsets is about eliminating unproductive habits or work practices that do not add value to the individual or the organisation. It is about inculcating a positive attitude towards oneself, work, people, the management and the organisation as a whole. With mindset change, one then is aware of the need to change the policies, procedures and practices accordingly.
The uncovering of the blind-spots and the constant questioning of assumptions help reduce the level of complacency of leaders and executives which results in the abandoning of unproductive work practices in the workplace and an overall more positive attitude of people towards one another, towards their respective departments, their work and the organisation as a whole.
Lesson 2 – Successful organisations have corporate culture aligned to their visions, mission, strategies, goals and their environment.
It is generally agreed that the purpose of corporate culture is to develop an internal environment that is conducive for people to perform effectively. However, a corporate culture will only be relevant and useful if it is aligned to the organisation's vision, mission, strategies, goals and the external environment it operates.
What this implies is that an organisation must first get its vision and mission right before deciding on the desired corporate culture. Of course, having determined the right vision and mission it can then formulate the relevant goals and strategies.
The reason why determining the corporate culture needs to take into consideration of the environment because the nature of industry or the type of business often dictates certain ways of doing things to enable it to compete or stay successful.
What this implies is that an organisation must first get its vision and mission right before deciding on the desired corporate culture. Of course, having determined the right vision and mission it can then formulate the relevant goals and strategies.
The reason why determining the corporate culture needs to take into consideration of the environment because the nature of industry or the type of business often dictates certain ways of doing things to enable it to compete or stay successful.
Lesson 3 – To achieve credibility and win commitment of people, policies, procedures and practices must be consistent with the new culture.
Consistency is an important factor in gaining credibility of any change program. Saying one thing and doing another thing is the surest way of losing credibility. Once a new culture is identified and the desired core values and behaviour communicated to employees, it is important to simultaneously change the existing policies, procedures and practices in the workplace to align to the new culture.
Thus, for example if a new culture promotes openness, it is important to share information and disseminates relevant information freely and openly based on needs rather than hierarchy.
Lesson 4 – To gain buy in of corporate culture change requires a strong rationale.
Thus, for example if a new culture promotes openness, it is important to share information and disseminates relevant information freely and openly based on needs rather than hierarchy.
Lesson 4 – To gain buy in of corporate culture change requires a strong rationale.
It is true that most culture change takes a lot of effort and time to overcome resistance. An effective way to overcome resistance is provide a strong, compelling and sound rationale for the culture change.
Such a rationale must often incorporate not just what is good for the organisation but also for the individuals. Thus for example an organisation which is promoting a performance-orientated culture should not just stress on the benefits of increasing productivity and performance to enable the company to compete and survive. It should also stress that by developing such a culture it will also enhance the competency of individuals, help them develop a performance track record and increase their market value in terms of knowledge, skills and experience. It should also communicate to the staff that such a culture also adds meaning to their work and bring about personal satisfaction in the process.
Lesson 5 – To ensure company-wide culture assimilation, culture change programmes should utilise various culture transmission mechanisms available.
Such a rationale must often incorporate not just what is good for the organisation but also for the individuals. Thus for example an organisation which is promoting a performance-orientated culture should not just stress on the benefits of increasing productivity and performance to enable the company to compete and survive. It should also stress that by developing such a culture it will also enhance the competency of individuals, help them develop a performance track record and increase their market value in terms of knowledge, skills and experience. It should also communicate to the staff that such a culture also adds meaning to their work and bring about personal satisfaction in the process.
Lesson 5 – To ensure company-wide culture assimilation, culture change programmes should utilise various culture transmission mechanisms available.
To succeed in culture change, there must be prevalent practices of behaviour that reflect the new culture. Thus, to ensure company-wide internalisation of the new culture, an organisation should utilise every channel of communication and every opportune occasion to promote and communicate the new belief system, core values and desired patterns of behaviour to every level of staff from the top right down to the lowest level of staff.
Companies should use formal and informal channels of communication to undertake influence and educate others on the new culture. Just like in advertisement, the publicity blitz should be frequent, focused and impactful to achieve maximum results.
Lesson 6 – To achieve deep and sustainable culture change, requires participative approach.
Companies should use formal and informal channels of communication to undertake influence and educate others on the new culture. Just like in advertisement, the publicity blitz should be frequent, focused and impactful to achieve maximum results.
Lesson 6 – To achieve deep and sustainable culture change, requires participative approach.
Culture change is by nature a deep and fundamental change. Such a change requires not just opening up minds but also touching hearts. People must really not just think it but they must really feel it before they behave in the way of the desired culture. The way to achieve sustainable culture change is to first have people want to practise the new culture rather than being forced to do things in a certain way.
A good way to do this is by highlighting the aspect of the culture that shows care for people. Thus showing how the practice of the new culture will enhance respect between one another, create a more enjoyable workplace and increase the competency and value of individuals speaks well of the care the organisation has for its people.
Another good way develop sustainable culture change is to get people's involvement. Involvement can come in many ways. It could be involvement in their input and suggestion on how they would they translate certain core values into practice in their daily tasks. Or it could be soliciting their suggestions on how they could promote the practice of respecting one another in the workplace.
A good way to do this is by highlighting the aspect of the culture that shows care for people. Thus showing how the practice of the new culture will enhance respect between one another, create a more enjoyable workplace and increase the competency and value of individuals speaks well of the care the organisation has for its people.
Another good way develop sustainable culture change is to get people's involvement. Involvement can come in many ways. It could be involvement in their input and suggestion on how they would they translate certain core values into practice in their daily tasks. Or it could be soliciting their suggestions on how they could promote the practice of respecting one another in the workplace.
Lesson 7 – The commitment of top management is essential for the success of culture change.
The success of culture change requires company-wide acceptance. A limited change in ways of thinking and working within a small unit or department does not constitute a culture change in organisation. To have company-wide practice of new corporate culture requires the commitment of top management. Support is needed to change policies and systems to align to the new culture
Lesson 8 – To speed up culture change there is a need to leverage on "opinion leaders".
Lesson 8 – To speed up culture change there is a need to leverage on "opinion leaders".
Every resource is needed to help speed up the culture change process. A good way to tap into the organisation resource is seek out "opinion leaders" to assist in promoting the new culture. Opinion leaders can be formal or informal leaders whose opinion matters to others.
Often these leaders have people who look up to them and listen to what they say and do what they say. Thus, it will make sense to first convince these opinion leaders and then involve them as change agents and as role models to help spread the new culture in the organisation.
Lesson 9 – Create a powerful dream of the new culture.
Often these leaders have people who look up to them and listen to what they say and do what they say. Thus, it will make sense to first convince these opinion leaders and then involve them as change agents and as role models to help spread the new culture in the organisation.
Lesson 9 – Create a powerful dream of the new culture.
Every great achievement starts with a powerful dream. There is a compelling force of change in creating a powerful dream. And great changes come from powerful dreams it is therefore important to create a powerful dream of the new culture an organisation wants to develop.
It should come across as exciting, inspiring and worthwhile for everybody in the organisation.
Lesson 10 – Recognise and reinforce change success early and frequently.
It should come across as exciting, inspiring and worthwhile for everybody in the organisation.
Lesson 10 – Recognise and reinforce change success early and frequently.
A culture change is on ongoing process and may take a long time to see tangible results. Too often leaders wait too long before they start to recognise, reward or reinforce the motivation of people in the process of implementing culture change.
If the wait is too long, people will run of stamina and the interest will simmer down and the assimilation process will come to a halt. It is thus important to look up for "early wins" and "small wins" along the way of culture change implementation and recognise and reward people to ensure they stay motivated.
And rewards need not just in monetary terms. It can come in terms of commendation letter recognising a particular team in recruiting the most number of change agents or a public pronouncement in a family day outing whereby individuals are single out having play effective role models in leading team effectively. It is the culmination of all these small positive gestures and steps taken on a continuous and relentless fashion that ultimately lead to a culture transformation for the organisation.
If the wait is too long, people will run of stamina and the interest will simmer down and the assimilation process will come to a halt. It is thus important to look up for "early wins" and "small wins" along the way of culture change implementation and recognise and reward people to ensure they stay motivated.
And rewards need not just in monetary terms. It can come in terms of commendation letter recognising a particular team in recruiting the most number of change agents or a public pronouncement in a family day outing whereby individuals are single out having play effective role models in leading team effectively. It is the culmination of all these small positive gestures and steps taken on a continuous and relentless fashion that ultimately lead to a culture transformation for the organisation.
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