corporate culture is one of the most difficult things to do.” Perhaps it’s so
difficult because it involves human beings. People are not as simple as
changing the oil in your car or the software in your computer. While
transforming culture may appear analogous to changing computer software, there
are complexities that make them enormously different. With that said, here are
3 aspects that outline some of those differences. Every CEO should consider them before initiating change initiatives.
software in a computer, people have been
conditioned to believe life and
business occur a certain way. In fact, based on each individual’s experience
and environmental upbringing, they have proof their point of view is correct.
Computer software, on the other hand, is designed for frequent updates. People
often become stuck with their beliefs and never update them. For example, many
women and minorities believe they have to work twice as hard to move up the
corporate ladder. Furthermore, they anticipate a certain amount of
discrimination. As a result, some will predetermine that no matter how hard
they work opportunities at the top will never be made available to them. This
predetermination can cause many built in defenses. The person could give up and
never engage in the kind of training that will prepare them for top management.
If they take that path and an opportunity does open up, they will not be
prepared. If it doesn’t, they will have additional proof that there is
discrimination. In other cases, a woman or minority could have animosity
towards others. That animosity may make them less suitable for leadership
positions. However, from their point of view, it will appear to be
discrimination. If this mindset is not addressed, it could create a culture of
victims who complain. While the workplace is not responsible for playing
therapist to employees, people need tools to see how their belief systems can
sabotage opportunities. Therefore, it would be wise for the CEO to provide training that helps people and groups let go of unproductive beliefs.
drive. To transform corporate culture, it is imperative that people understand
the new direction, what’s needed from them and how it will benefit everyone
involved. In some cases, it will require retraining. The CEO’s job is to create an environment that empowers people to drive transformation. If not, people
will develop their own ideas about the way things should happen. That could
become directionless because there are too many directions. People need to know
the path of the company. Without it, some may hesitate to take action for fear
of being on the wrong path.
number of occasions he struggled with change initiatives. However, once he
learned to transform himself first, it became significantly easier to transform
the rest of the organization. He spoke about how, at first, he believed it was
others who needed to change. He believed he was a smart, capable guy. From his
perspective, transformation was for the rest of the company. In other words, he
was the impediment. There are many companies that have gone through
transformation. Except, the CEO did not participate in the training. As a
result, the CEO was not part of the new language and mindset that was
developed. When staff and management created innovative strategies, the CEO
would work against them and undo everything because he had difficulty
understanding the new way of thinking.
you fear to lose.” By letting go, you can begin opening doors to possibilities
you didn’t know you didn’t know.
would love to hear your feedback. And I’m open to ideas. Or if you want to
write me about a specific topic, let me know.