Company culture can be difficult to define and understand. It is a mixture of the norms and behaviours that you see on the surface and the assumptions, attitudes and beliefs that are hidden below the surface. Trying to change your culture then can be tricky. How do you change what you can’t see?

Firstly, review our three fundamental rules for successful culture change -

1. Organisations don’t transform, leaders do

The culture of an organisation is a direct reflection of the values and beliefs of the leaders of your organisation. Therefore, if you want to transform your organisation’s culture, your leaders must change. This realisation is an important one for leaders to make and shifts the focus of your culture transformation project. Too often, leaders speak of the culture as something that is ‘out there’ and disconnect from their own relationship to the culture. Problems are often framed as abstract concepts or issues relating to the employees. Getting leaders to admit that the problems start with them can be tricky. It requires HR and people functions to hold up a mirror up the leaders.

If leaders hold onto limiting beliefs, are driven by egocentric needs, and have fear-based values, this will reflect in an organisation's culture that is grounded in fear. Leaders need to commit to their own personal transformation if they want to transform the organization’s culture. If your leaders refuse to change, you may need to change your leaders.

Leadership values -> Company Culture -> Competitive Advantage

2. Meet your employees needs

When employees believe that the organisation cares about their needs, they will devote significant energy to making sure it succeeds. Thus, if you want to create a high performing organisation you must develop a culture that cares about the needs of your employees. What your employees need and value varies. The best way to know is to ask them, but you can also look at the profile of your employees to get an indication of what might matter to them. Younger employees likely value development and autonomy, employees with young children are likely to value work life balance, and financial stability and older employees may be keen to make a difference and support others in their development. These are all assumptions of course and you can’t really know until you ask. This process is best being a mix of formal company-wide surveying and manager conversations.

3. Culture Change needs to be Holistic

Too often companies treat culture change as a series of piecemeal initiatives. Seeing something that works in another organisation and attempting to transpose it into their own culture and bemoaning the idea altogether when it fails. When it comes to culture, everything is connected. Initiatives don’t work in isolation. Change requires shifts in mindsets, attitudes and behaviours and in systems, procedures and processes. A focus on shifting mindsets without shifting systems will result in a frustrated workforce having to work in ways that don't match their needs and goals. Changing systems without changing mindsets will result in resistance to change. Focus on holistic change that doesn't try to do too much. What works in another organisation might be completely inappropriate for you. Understand your culture and what initiatives are appropriate for where your employees are.

Join us on 5th September for our complimentary webinar – Creating a Values Driven Culture