Change Leadership Watch
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Scooped by Deb Nystrom, REVELN
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Want Cultural Change to Stick? Change The Way You Operate - Forbes

Want Cultural Change to Stick? Change The Way You Operate - Forbes | Change Leadership Watch | Scoop.it

"Do you want sustained cultural change ? Until the operations change, NOTHING will stick."


Yeah, yeah.  Change consultants know that cultural change can kickstart with organizational changes or strategic changes that look powerful & imply true change. But it is the work in the trenches, the operations changes that make the difference for going the distance.


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“Building a team that combined the old and the new was critical to our success."

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Excerpted, a few of the golden gems:


[Operations] is often the most difficult part of the change process because operations involve ingrained habits, practices, and systems.


It’s worth the effort because corporate culture is the only truly sustainable competitive advantage.  [DN:  I'd add leader behaviors for innovation, coaching & team collaboration support.]


From the Equifax case study:


“Building a team that combined the old and the new was critical to our success.


It was critical for me as a leader to not underestimate the people part, getting people to engage, be willing to support and sustain the change.


Strategy and execution has to be joined by a very strong psychological conversion of beliefs, from the old patterns to the new.” 

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Scooped by Deb Nystrom, REVELN
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Top Reasons Cultural Transformations Fail, Leadership Behaviors & Supporting New Structure

Top Reasons Cultural Transformations Fail, Leadership Behaviors & Supporting New Structure | Change Leadership Watch | Scoop.it

"Managers’ leadership behaviors & operational decisions get to the root of the problem with failing change efforts including cultural transformations."


“…studies show that upper management is only aware of about 4% of all the problems...”


From a post today by Graham Garrison:

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  • “…studies show that upper management is only aware of about 4% of all the problems in the workplace while those on the bottom rung are aware of 100%.

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  • “A huge factor is engaging managers and frontline workers before changes are implemented. The frontlines know what is working and what isn’t; get their perspective and making them a part of the change.”

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In change, it's getting both the leadership & management behaviors & actions to aligned realization, reference Daryl Conner (Managing at the Speed of Change) and his Commitment Curve.  Garrision highlights:

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  • Our experience is BOTH leadership and management are needed. 
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  • Focusing on the “soft” side of culture, such as purposeful connections to the heart, an energizing vision, engaging through core values, or strengthening leadership behaviors are vital. 

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  • [They must be] backed up by realigning operational processes and shifting key support systems 

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  • Otherwise you'll end up with "highly motivated people who come to feel manipulated and powerless against 'the bureaucracy.'"
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It is in the tactical and operational structures of IT, metrics/measurement, org structure and HR  (compensation, what gets people hired, fired, and promoted) where leadership & manager values become "rhetoric or reality," says Garrison.

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