Shifting Culture as a Strategic Imperative
“The building of a culture requires a thirst for knowledge about what is….” J. Bennett
Last week, I wrote about the imperative of establishing an organizational culture that embraces change as an essential key to managing strategic risk and accomplishing organizational goals. Over the next few weeks, I will be examining the mechanisms for identifying and analyzing organizational culture and ways to systematically shift the culture as required.
Shifting culture is not necessarily easy—but it is possible—and it can be done with the right process that is emphasized and supported over time. That process includes: 1) clearly identifying and acknowledging the prevailing culture; 2) setting a vision for culture and establishing accountability mechanisms to advance expected behaviors; and 3) ensuring that our employees are acknowledged and supported as they begin to make the necessary behavioral and attitudinal shifts.
Acknowledging the prevailing culture: As leaders, we must be aware of the prevailing culture. This means that we understand what is happening two, three, four layers down in the organization. Some leaders may make the mistake of assuming that the way people treat them, respond to them or interact with them is the norm across the agency. Often it is not.
I do this in several ways.
First, we talk about culture and its inextricable link to organizational success. I make it a point of talking with our senior leaders and staff how an innovative, responsive and data-driven culture is a foundation for successfully carrying out our long-term strategy. That successful and high-performing organizations have a culture that is purpose-driven, performance-focused, and principle-led.
Then I ask—how do we compare? I make no assumptions but instead invite feedback and honest assessment from employees by asking very specific questions that speak to culture—sometimes in quick and informal settings and sometimes in more formal gatherings.
I call for honesty around what might be identified as subterranean cultural issues that might interfere with the organization achieving its goals. For example, I ask…do people respond in a timely manner to one another? Does the field feel supported by corporate services? Do they get the information they need, as rapidly as they need it to do their work, manage their budgets, hire good people? I work hard to create a safe place for people to speak directly to the issues of culture and engagement. With every conversation, I listen carefully. This listening establishes trust, which in turn, engenders direct and honest feedback. I want to hear it all. Sometimes I hear things that are difficult or in direct contrast to the kind of culture that is required for success. I invite the truth, and I am not afraid to hear it. I encourage senior leaders of the organization to be equally as inquisitive, as interested in the day-to-day experiences of their staff. And I want to know what they learn.
This learning provides us with the opportunity to act. We have a sense of where there are gaps—in communication, trust, accountability, and delivery of expected results—and we can respond.
As we continue to explore culture next week, I will speak to the setting a vision and establishing accountability mechanisms to advance expected behaviors at the leadership and line staff level.