Some executives may argue that cultural change needs to start at the top, with the leadership of the organization. Then it can be driven down in the organization so that employees “buy into it.”
However, in my work with organizations, I see the greatest success in affecting cultural change when employees at all levels engage in the process early. In these cases, people don’t need to be “sold” on what they’re doing; they’re actually the catalyst in the process. They are the advocates and owners of the change process – the change agents themselves. And they have a vested interest in the success of the outcome.
There are a number of approaches that can work depending on the needs and goals of the company. Here are a few common elements to help the cultural change, or in many cases, cultural transformation, occur most effectively.
- Clarity of vision. A clear vision helps set the context in which the change occurs.
- Open dialogue. Having candid conversations across all levels enriches the process.
- Ongoing commitment. Smart organizations understand that real change requires commitment that goes beyond the supportof a one-time event. They constantly look for ways to shape the culture to achieve the results they want.
- Creative ideas. Change requires new ways of thinking. Fostering creativity and innovation in the process produces best results.
- Solid leadership. Leaders must be engaged in and help others participate in the change process. Good leaders understand the importance of intentionally creating a culture that serves the business and the people who make it possible. They make cultural change a high priority.