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Of these, behaviors are the most powerful determinant of real change. What people actually do matters more than what they say or believe. And so to obtain more positive influences from your cultural situation, you should start working on changing the most critical behaviors — the mind-sets will follow. Over time, altered behavior patterns and habits can produce better results. You may be asking: If it is so hard to change culture, why should we even bother to try?
60 Reasons Why Entrepreneurship Is Amazing
Executives who work with them can greatly accelerate strategic and operating imperatives. Research shows that companies that use a few specific cultural catalysts — that is to say, those that use informal emotional approaches to influencing behavior — are significantly more likely to experience change that lasts. Although there is no magic formula, no brilliant algorithm, no numerical equation that will guarantee results, we have gleaned some valuable insights through decades of research and observation at dozens of enterprises, including some of the most successful companies in the world.
By adopting the following principles, your organization can learn to deploy and improve its culture in a manner that will increase the odds of financial and operational success. Work with and within your current cultural situations. Deeply embedded cultures cannot be replaced with simple upgrades, or even with major overhaul efforts. Nor can your culture be swapped out for a new one as though it were an operating system or a CPU. To a degree, your current cultural situation just is what it is — and it contains components that provide natural advantages to companies as well as components that may act as brakes.
To work with your culture effectively, therefore, you must understand it, recognize which traits are preeminent and consistent, and discern under what types of conditions these traits are likely to be a help or a hindrance. For example, a European pharmaceutical company with a solid product development pipeline had a tendency to be inward-looking. It had great execution capabilities and an excellent record of compliance with regulators around the world.
However, when new products were ready to be launched, the company had a hard time marketing them to physicians and healthcare providers.
Dynamic Business Contexts that Generate Extraordinary Results
By recognizing a new kind of internal authoritativeness, the company tapped a powerful emotional trigger already in place, and engendered a new and strategically important behavior in its sales force. Change behaviors, and mind-sets will follow. It is a commonly held view that behavioral change follows mental shifts, as surely as night follows day. This is why organizations often try to change mind-sets and ultimately behavior by communicating values and putting them in glossy brochures.
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In reality, culture is much more a matter of doing than of saying. In fact, neuroscience research suggests that people act their way into believing rather than thinking their way into acting. Changes to key behaviors — changes that are tangible, actionable, repeatable, observable, and measurable — are thus a good place to start.
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Neuroscience research suggests that people act their way into believing rather than thinking their way into acting. A telecommunications company was seeking to improve its customer service. Leaders had noticed that poor teaming led to poor customer service, so the company rolled out a plan to encourage better and more effective teaming within call centers.
To accomplish this, they set up regular design sessions for improving practices.
What is Kobo Super Points?
When employees felt they were part of a happy team, and sensed a greater level of support from colleagues, they began treating their customers better. In another example, a resources company in the Middle East was seeking to make its workplace safer. Rather than erect placards threatening workers with consequences, the company focused on a relatively basic precursor behavior: housekeeping. It organized a litter drive. Picking up trash as a team helped employees take greater pride in the workplace, which engendered a greater sense of care for fellow employees and made them more likely to speak up when they noticed an unsafe situation.
Changed behavior, changed mind-set. Focus on a critical few behaviors. But companies must be rigorously selective when it comes to picking behaviors. Discern a few things people do throughout the company that positively affect business performance — for example, ways of starting meetings or talking with customers. Also check that people feel good about doing these things, so that you tap into emotional commitment.
Then codify them: Translate those critical behaviors into simple, practical steps that people can take every day. Next, select groups of employees who are primed for these few behaviors, those who will respond strongly to the new behaviors and who are likely to implement and spread them. At an Asian banking company, rapid inorganic growth had led to diverse ways of working across different units and geographies. To focus on improving teaming, customer outcomes, and the ability to realize synergies, the CEO and leadership embarked on a culture-led evolution program.
They targeted just three critical behaviors: taking extra steps to delight customers, valuing performance over seniority, and backing up and supporting one another. They then converted these three general behaviors into specifics for each part of the company.
Ellis Don Corporate Social Responsibility
Delighting customers, for instance, was translated into frontline staff collaborating with other colleagues to solve client problems and prioritizing the implementation of process improvements that affected customer outcomes. For all three behaviors, leadership recognized and celebrated examples in which people made an extraordinary effort. Senior leaders acted as role models, explicitly modeling these three new behaviors. The company also identified influential frontline, client-facing employees who could demonstrate these new behaviors in action.
Deploy your authentic informal leaders. Authority, which is conferred by a formal position, should not be confused with leadership. Leadership is a natural attribute, exercised and displayed informally without regard to title or position in the organizational chart. Because authentic informal leaders, who are found in every organization, are often not recognized as such, they are frequently overlooked and underused when it comes to driving culture.
It is possible to identify such leaders through interviews, surveys, and tools such as organizational network analysis, which allow companies to construct maps of complex internal social relations by analyzing email statistics and meeting records. Every organization has people who influence and energize others without relying on their title or formal position in the hierarchy to do so. Among the many types of informal leaders present in organizations, the following are seen most frequently. Pride builders are master motivators of other people, and catalysts for improvement around them.
Often found in the role of line manager, they understand the motivations of those with whom they work. They know how to foster a sense of excellence among others.
They can be found at every level of a hierarchy; some of the most effective pride builders are close to the front line, where they can interact directly with customers as well as employees. Pride builders often have powerful insights about the culture and about what behaviors are likely to lead to improvement.
Exemplars are role models. They bring vital behaviors or skills to life, and others pay attention to them. They are well respected and are effective peer influencers in the middle and senior management cohorts. Networkers are hubs of personal communication within the organization. They know many people, and communicate freely and openly with them. They serve as links among people who might not otherwise share information or ideas.
If you want to see an idea travel virally through an enterprise, enlist your networkers.
The Processes of Organization and Management
Early adopters enthusiastically latch onto and experiment with new technologies, processes, and ways of working. Involve them in your performance pilots, or whenever you are trying to demonstrate impact quickly.
europeschool.com.ua/profiles/ticoticas/www-chueca-com-chat.php But when he began working at the refinery, he walked the plant with the engineers, maintenance technicians, and operators, and took copious notes. As a result, he knew everyone and developed relationships across disciplines. Whenever somebody wanted to know how the place really worked, they would speak to Osama — who would either have the answer in his notebook or know precisely the right person to ask.
When the company formed a buddy program between operations and maintenance aimed at using greater collaboration to improve plant reliability, it knew it needed Osama at the heart of it. He connected people, defined templates to encourage collaboration, and captured success stories. Most organizations tend to shunt culture into the silo of human resources professionals.
But leaders in all parts of the company are critical in safeguarding and championing desired behaviors, energizing personal feelings, and reinforcing cultural alignment. The signaling of emotional commitment sets the tone for others to follow. The people at the top have to demonstrate the change they want to see.
Here, too, the critical few come into play. A handful of the right kind of leaders have to be on board to start the process. Smith in The Wisdom of Teams: Creating the High-Performance Organization Harvard Business School Press, , a real team is one with a high level of emotional commitment; the leadership role shifts easily among the members depending on their skills and experience and the challenges of the moment, rather than on any hierarchical positions.
Team members hold one another accountable for the quality of their collective work. Interestingly, at GE Motors the senior leadership group members often demonstrated real team capabilities in running their individual business units and functions. So Rogers decided to find ways to break them into subteams of three or four members to address specific cross-organizational issues facing the larger group. Over time, he mixed the subgroupings to match emerging issues.
By working in different subgroup settings, the executives developed camaraderie, which in turn improved the effectiveness of the group as a whole.