Culture Transformation: where to begin?

Embarking on a culture transformation can feel a bit overwhelming. Transformation is a big word for what ultimately may mean a shift in small behaviours but the big word is warranted given that many leaders embark on this work seeking a shift in mindset. This is both admirable & understandable but also overwhelming and a tad OTT. Using our iceberg analogy shifting mindset may require reaching depths that mere mortals can neither comtemplate nor access.

How deep does culture reach?

Pre-eminent culture guru, Edgar Schein, positions culture at three levels (. At the surface level are the visible organizational structures and processes which can be consciously accessed. They include rituals, traditions, language, and stories. A level deeper we find espoused values, strategies, goals which align to the personal unconscious beliefs, attitudes and behaviours. Deeper still are the underlying assumptions. The unconscious, taken for granted beliefs, perceptions, and hardwired assumptions. According to Schein, analysis is needed at all levels to reveal a complete understanding of what’s at work.

Unearthing deep psychological manifestations of culture may feel a fathom too deep for leaders. Nose bleed deep. So deep that all but the surface level may be inaccessible to employees themselves and therefore problematic to even capture assuming you even have the time and inclination for exploration. Little wonder then that it can feel overwhelming for leaders who are seeking change and why Smith & Graetz (2011) note that exposing the depth and pervasive nature of culture remains one of the most formidable tasks in change management.

So how do you make it more navigable? To me, it’s about coming back to the why of culture change.

Ask yourself why are you seeking a culture change

Most likely it’s because something in how your team is operating is not going well or could be better. We’re talking the how here, not the what. The how points to the visible behaviors that are informed by your culture and the most likely source of your angst. Ask yourself:

·         What am I seeing that’s working really well?

·         What am I seeing that I’d rather not be seeing?

·         What am I not seeing that I want to be seeing?

And most crucially… these are all considered through the lens of your vision, values, and strategy not through your own preferences. The behaviours worth cultivating are the ones that will help deliver your vision and strategy and are aligned to the company values. (Ideally, these are aligned with your own vision and values. If they’re not, then go read something on person-environment fit!).

Sometimes proximity to the problem may hamper you from answering these questions in the sense that you can’t see the wood from the trees. In this instance, an external partner and some high-quality analytics can help you surface gaps, bring clarity and chart a way forward.

Becoming clear on what you want to see and not see you’re a step closer to understanding the structures that may be obstructing or derailing these behaviours and the supports you can put in place to enable them. Supports can be highly practical and may include org structures, processes, systems, rewards, recognition, rituals, narratives, and capabilities.

My position is that you can change behaviours a whole lot faster than you can change deeply held beliefs, assumptions, and mindset. And while the latter certainly informs the former, it is easier to influence what’s visible and what’s visible is how work gets done and how strategies are achieved. My mindset informs my behaviours but it’s my behaviours that pay the bills. Clients may appreciate my mindset but they hire me because they appreciate how I get the work done.

It’s a myth that you have to change mindset in order to change behaviour.

It’s not a horse-leading-cart situation. Behaviour change can lead to a shift in mindset, it doesn’t have to be led by it.

Many years ago I was cajoled (i.e. coerced) by my friend and colleague into being a firewarden for my office. I had zero interest in marshalling colleagues from their desks in the event of a drill let alone an emergency. Did grown adults really need to be directed on how to exit the building quickly but safely? And did I really need people pointing and laughing at my 5ft frame in a high-visibility vest (size XXL)? But I behaved the part and did my reluctant duty for my friend. Fast forward a few months and I was a veritable evangelist for all things fire-safety. The repeated behaviour exposed me not just to the value but the necessity of safety behaviours. My mindset shifted to such an extent that on a subsequent work trip when I was awoken in the night to the sound of the hotel fire alarm I sprang from my room and began aiding the evacuation without a thought for my role or my attire, least of which included a hi-vis vest!

So when it comes to culture change, don’t feel the need to go all James Cameron à la Titanic. Start with what you can influence and what you can influence is what’s on the surface. And if you need a partner on the quest, I’m happy to navigate alongside you. I’ll even bring my hi-vis vest (size XXL).

References

Schein, E.H. (1985) Orgnizational Culture and Leadership: A Dynamic View San Francisco: Jossey-Bass

Smith, A. C. T., & Graetz, F. M. (2011). Philosophies of organizational change. Edward Elgar Publishing.

If you fancy a further perspective on why mindset is not the holy grail, check out Ashutosh Sharma’s article Why Mindset is Overrated in Behavior Change