Itās scary to think about the amount of time wasted on culture change.
Donāt get me wrong, itās a crucial activity.
š The problem.
Many leaders approach culture change in the wrong way.
You might have seen this story play out.
Itās the annual ācultureā day for the leadership team.
After a few ātrust fallsā and fun games the team get down to business.
āOur culture isnāt working, let's brainstorm our company values.ā
A few hours later
āTrust, Honesty, Collaboration, Fun, Respectā
āLetās present these at the next company-wide meeting. And donāt forget to print our values onto the company stationary.ā
Itās an oversimplification but a common reality.
When changing culture, itās easy to focus on the wrong things.
Leaders assume that values are important. Which they are. But you donāt start there.
š The solution.
The highest return on investment comes when you focus on behaviours.
What are the trademark behaviours of the culture we want to emerge?
But you need to be specific.
āListeningā is not enough.
With vague behaviours, anyone can say theyāre a good listener.
Contrast with this:
At regular intervals, I summarise what someone has said and ask an open question to ask for understanding: What else did I miss?
Now that is more specific.
It enables people to give each other feedback when the behaviour does or doesnāt happen.
Learn more about how to change the culture and why you shouldnāt develop a coaching culture.
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