Individual managers in large organisations often feel powerless when it comes to affecting cultural change. There are certain elements in the corporate culture which do not allow employees to perform at their best. They worry that the behaviors they see and the conversations they take part in are not conducive for a healthy, happy working environment. They are frustrated with endless Town Halls, focus groups and discussions about removing toxic behaviours. But nothing changes.
The desire for change and reality
Corporates are clearly interested in transforming their workplace cultures. Recent research by Opinion for Newton found that 40% of respondents were actively trying to change their workplace culture.
It can be difficult to turn these good intentions into action. When I work with organisations to implement culture change programmes, I make sure that I convey the message that top-down change is important and the leadership team must be committed, but it is not the only option. Bottom-up can be equally as valuable and encourage small changes that, when combined, make a huge difference in how people feel about their work.
Your actions will have a real impact on the world when they are combined with those of other good practices.
Become a culture catalyst
You don’t need to wait until the next leadership directive to change the way we do things. You as an individual , can be a catalyst for culture on the ground. This will encourage the attitudes, behaviors and approaches which will make the part the organisation better. Your actions, when combined with those of other pockets of best practice will have a real impact and create a snowball affect across the company.
Here are five ideas that you can implement as a manager to create a culture of fairness, justice, focus on people and high performance.
Get into the culture flow
Are you clear on the purpose and values of your organization? Are you clear on what these values mean in terms of how you should act and interact with your team every day? Can you articulate them to others?
If you cannot answer these questions, then the first thing to do is have a discussion with the leaders higher up in the chain. Clarify how you can align your management practices with the larger organisational vision. You can’t communicate the right message to your team if you don’t know how to answer these questions.
In my book “Transformational culture”, I have set out a flow system that demonstrates how the connection between purpose and values, systems, behaviors, and people are paramount for transformational change to occur.
Create a culture cluster
Who is responsible for the team culture (also known as team climate) in your team? Everyone, of course. Everyone has a role to play in building a supportive team, reducing stress and encouraging dialogue and cooperation.
Managers have a responsibility to create a space that is empowering and inclusive. The psychological safety team must be deliberate and intentional in creating the culture the business and you are trying to achieve.
Do you have a framework of values and behaviors that provides structure and clarifies the types of behaviours your business is looking for – and the ones it does not?
Win hearts and minds
It is possible that the culture you want to create will be quite different from what you currently operate in. People need space and time to adapt to new working methods and communication styles.
This phase of transition allows managers to work with their team, reiterating the message about the new culture, new attitudes and behaviours that are encouraged.
William Bridges, a change expert, outlines three transition stages that people experience when experiencing change. These are: ending, losing, and letting go, the neutral zone, and the new beginning. Consider the emotions that your employees are experiencing and what you can do to help them.
Align values and behaviours
Has your business created a framework of values and behaviors that provides clarity and structure about the types of behaviours it wants to see and the ones it does not? Why not create your own version if this framework doesn’t already exist?
These frameworks are a great way to start some amazing conversations. Ask your team how they would respond to different situations in accordance with the values of the organization. Use real-life examples to show how desired behaviors are exhibited in reality. These conversations will help to build your culture by establishing expectations and fostering a positive work environment.
Culture catalysts do not work in isolation. They spread positive culture tentacles to the outer reaches of an organisation.
How to resolve conflict well
conflict-de-escalation techniques are essential when conflict, complaints or issues arise. Think about your reaction to the situation. You should be aware that what you do (Actions Interactions Reactions), is what others inhale.
You can choose whether you want the ‘air,’ or atmosphere, to be toxic and stifling, or compassionate, nurturing and person-centric. When you find yourself in challenging situations or having difficult conversations, be aware of your own behaviour and model the behaviors you wish to see others adopt. Your choices as a leader will determine the type of environment you create.
Celebrate Your Success
Don’t keep your positive actions to yourself when you notice that they create a positive work environment. Culture catalysts know that they must share their success with others if they want to benefit everyone.
Culture catalysts do not work in isolation. They try to reach as many people within the organization as possible with a positive culture. Culture catalysts working together can make a difference in the business.
