How to Change a Culture Quickly

I was talking to a senior executive who told me, “It takes 7 years to change a culture and I don’t even intend to be here that long.” His statement reflected the culture of the company – short-term fixes, no commitment and focus on numbers over people. What I told him blew him away. “I can change the culture within 6 months.” I said. “Not only that, I have the instrument to prove it.” I told him about the Tetrahedron Culture Instrument and how it measured culture from a number of angles. “Okay,” he smirked, “then how can you change the culture in such a short time.” Here is how.

1. Start at the top
What are the values of the organization? What are your goals and the strategy to get there? The first place is a strategic planning session that aligns with the values and ethics (and yes, they are different but more on that later) of the organization.

2. Look at the rewards
The fastest way to change a culture is to change the rewards structure of the organization. People respond to how they are punished or rewarded. Do rewards, including compensation, recognition and promotion, aligned to both the values of the organization and the goal/metrics? If you reward people who “hit their numbers” even in conflict of the organization’s values, you may do well in the short term but the long term sustainability and values of the organization will be undermined. Recognition for good things is more motivating than punishments for bad. People who are rewarded are engaged to achieve. People who are punished are disengaged and hide.

3. Communicate and train
Coaching and mentoring are very important. Great leaders create more leaders. They help their people develop the skills they need to succeed and recognize their strengths. Often intuitively they use the Appreciate Inquiry model and focus on strengths and solutions rather than weaknesses and problems.

When it is all done, you measure the before and after and, within a short period, you will start to see a significant shift in the culture.

Tags: communication, culture, ethics. leadership, recognition, rewards, strategic planning, values

Angus Barn – A 1st Class Client

Yesterday I unexpectedly received a package from  the Angus Barn, one of my clients – some wine, cheese, crackers and a personal note.

I have been handling the mailings from the Angus Barn for years. I mail out their linen calendars throughout the Raleigh area and country. I have also had the pleasure of dining there.

The Angus Barn is a local icon. I have worked with many companies ocwe years. However, the Angus Barn stands out that everyone I deal with is always friendly.  They all know my name and ask how I am doing. All of them have a genuine smile.

I deal with Jill Highsmith. I am not exactly sure of Jill’s title, but she makes everything happen. Jill has always been very friendly and courteous, even when she asks for the impossible. And I always do my best to deliver.

Corporate culture starts from the top. Van Eure and Jill have created a warm, caring envirnoment where employees are treated well — and, in return, they treat their customers and vendors well.  It is nice to have such great clients.

That is one of the huge advantages of being a small busainess entrepreneur. I only work with people I respect. Life is too short. I enjoy the challenge of meeting customer demands.  The Angus Barn is a client that I admire and try to learn from.

Tags: competitive advantage, culture, direct mail

Creating a Culture of Learning

There is a scary statistic that less than 5% of all university graduates ever bother to read more than 2 non-fiction books throughout their entire career.  For many professionals, for instance, continuing education units are more of a nuisance than a benefit. How can you create a culture of learning when you yourself do not want to read more?  The fact is, in order the essence of career performance is the ability to learn and adapt. It is the essence of dealing with leading change as well. After all, especially in today’s environment, if you are not moving forward, then you are moving backwards.

Tags: career performance, Change Management, culture, learning