Good Afternoon SkedX'ers!
Today I wanted to share with you all some insight on how to develop and maintain a rich organizational culture. Creating change within any type of business is a difficult task so here are some things to consider when developing your organizational culture.
The first step to creating change is by demonstrating it from the top to bottom level. Too often companies wish to see change but if you do not practice what you preach then the impact will be minimal to none. Another important factor in creating change is ensuring that senior executives communicate the need for change, provide the necessary resources, and understand that a successful culture is something that takes time and dedication to create.
But with change comes resistance, some people just don't see the need and some feel change brings on greater pressure from the employer. “People don't resist for one reason, but multiple reasons. Most efforts fail because people don't see the need, or urgency, for change,” says Prof. Seijts, former director of the City of London leadership program. “People like the status quo. We always underestimate the ease of driving people out of their comfort zones. This is probably one of the most difficult things to do.”
The key to motivating people past their boundaries lies in dedication and support from the top level of the company, senior executives have to be passionate about initiatives and really care about the success of not only the company but the employees themselves. One very important aspect of a rich organizational culture is aligning company goals with personal goals. By doing so, then work feels more rewarding, quality of life increases, and employees are more likely to stay with you in the long run.
On top of communicating the vision/mission effectively, it must be communicated frequently as well. If this initiative is something that is only really pushed for one or two weeks then employees will overlook the message and will continue to work at the rate and quality they currently do.
"People often don't hear you the first time, or the second time, or the third time. They don't understand what you're trying to achieve. So it has to be repeated over and over by different managers, because some are more credible than others" says Harvey F. Kolodny, professor emeritus at the University of Toronto’s Rotman School of Management.
Providing the capability for employees to be successful is also an important factor in conjunction with focus and motivation. “Employees need to have an understanding of what is being asked; the tools, or capability, to do the job; and the will, or motivation,” says Jeff Moir, Toronto-based partner with Deloitte's human capital consulting division. “When it comes to the ‘will’ component, these companies really think through why employees would want to change the way they work,” says Mr. Moir.
Jaded and negative employees who are disengaged can also be a serious harm to the success of your culture, so it is important to understand why they feel that way and how you can re-engage them. “You need to bring the cynicism to the surface and deal with it in an upfront manner,” says Ronald Burke, professor emeritus, organization studies at York University's Schulich School of Business, in Toronto. “If not, your employees will be half-hearted. The reasons for their skepticism will never be identified and addressed in any meaningful way.”
How do you turn those disengaged employees around then? Make initial goals simple and achievable, “Why don't we bite off a small piece and see if we can tackle that?” says Prof. Burke. By completing many small goals, employees will feel more confident about a more challenging program. “The notion of small wins is a good way to deal with skepticism,” says Prof. Burke.” And if it doesn't work out, you can go back to the old way or redesign the process.”
Use your top talent to act as leaders for the development and implementation of your organizational culture. “If you can get those people on your side, then they could be spokespeople to get the skeptics on board," adds Prof. Burke.
Lastly, managers and senior executives must stay on their toes. Ensuring success for tomorrow may not ensure success for a year from now, so it is very important to continually put forth efforts that further build your organizational culture. As the rate of change appears to be accelerating, we have to find ways to keep the momentum up,” says Prof. Seijts. “Tomorrow could bring a shock in the market or another technological advancement. This means focusing on continuous improvements, even if they are small-scale. You are never done.”
Above post contains excerpts from: http://www.theglobeandmail.com/report-on-business/small-business/sb-managing/human-resources/what-to-do-when-your-corporate-culture-sucks/article2294021/page1/
Above image taken from: http://www.cultureforchange.org/wp-content/uploads/2009/01/business-culture-positive-work-environment.jpg
Happy Scheduling,
Aman
