Any change, even a change for the better, is always accompanied by drawbacks and discomforts. ~Arnold Bennett
Change is hard. We all know that. Changing anything in an organization can seem like a daunting task; changing the culture of an organization can seem like an impossibility. Fear not. Others have done it and so can you. This week #TChat guest, Tim Kuppler, co-founder of The Culture Advantage and CultureUniversity.com, shared his experience on the subject.
Changing an organization’s culture is one of the most difficult leadership challenges according to Steve Denning, author of The Leader’s Guide to Radical Management: Reinventing the Workplace. Why is it so hard? Because an organization’s culture is made up of an interlocking set of goals, roles, processes, values, communications practices, attitudes and assumptions. Changing the culture requires a combination of organization tools for changing minds.
A successful shift in organizational culture begins with leadership tools, including a vision or story of the future. It includes cementing the change in place with management tools, such as role definitions, measurement and control systems, and it requires the pure power tools of coercion and punishments as a last resort, when all else fails.
Consultant Brad Power advises, “If You’re Going to Change Your Culture, Do It Quickly.” Power describes the way Trane, an $8 billion subsidiary of Ingersoll Rand, changed their culture quickly by using a combination of a culture survey and an employee engagement survey. The results of their assessment are used to help determine if they have created their desired culture which includes three essential elements:
- Vision: where the organization wants to go together
- Mission: what they do together
- Guiding behavioral principles: how they expect all associates to behave
By Implementing these changes, Trane North America grew year-over-year operating income by over 20 percent, without any new products or services and very limited market growth.
How does one lead change? Harvard Business School professor Rosabeth Moss Kanter cites the following six success factors that are the keys to positive change.
- Show up
- Speak up
- Look up
- Team up
- Never give up
- Lift others up
This post first appeared on TalentCulture
Authentic Leadership, this week’s #TChat topic, became popular after Bill George published his book, Authentic Leadership, in 2003. In his book George challenged a new generation to lead with authenticity.
Authentic leaders demonstrate a passion for their purpose, practice their values consistently, and lead with their hearts as well as their heads. They establish long-term, meaningful relationships and have the self-discipline to get results. They know who they are.
This week #TChat tackles “intrapreneurship” with Bob Burg as our resident expert.
According to David Armano, executive VP, Global Innovation & Integration at Edelman, an intrapreneur is someone who has an entrepreneurial streak in his or her DNA, but chooses to align his or her talents with a large organization in place of creating his or her own. Smart organizations will seek out individuals who like to invent, innovate and want to be on the front lines of change. These individuals can work independently but even more important can work seamlessly as part of an integrated team structure and also effectively embrace and embody the culture of the intrapreneur’s host organization. Intrapreneurs are most successful when management/leadership empowers and supports them and in turn the intrapreneurs represent the best interests of their organizations while earning the respect of corporate peers.
Intrapreneurs, are becoming increasingly important in a global society that continues to evolve and advance with technology faster than ever. More firms are implementing intrepreneurial projects within departments to test and launch new products, services and systems. Intrapreneurs are in charge of a project within a firm where they are given autonomy to work on a project with freedom and resources, taking ownership of the success and failure of an endeavor. Implementing the changes you propose as an intrepreneur is a sales process. This role is challenging in that you have to have enough support from senior management to buy into your ideas and concepts.
One of my favorite talks on the topic of community is Jono Bacon’s “The Engines of Community.”
The Art of Community can be downloaded for free here – http://www.jonobacon.org/2009/09/18/the-art-of-community-available-for-free-download/
Key Point – for an economy to work, every participant needs to believe in the economy. Belief is a critical component in how any group of people or animals functions. This can be belief in God, belief in values, or belief in a new future. Whatever the core belief is, the economy and the community can be successful only if everyone has faith in it.
- A sense of belonging is what keeps people in communities. This belonging is the goal of community building. The hallmark of a strong community is when its members feel that they belong.
- Belonging is the measure of a strong social economy. This economy’s currency is not the money that you find in your wallet or down the back of your couch, but is social capital
- For an economy and community to be successful, the participants need to believe in it. If no one believes in the community that brings them together, it fails.
- Like any other economy, a social economy is a collection of processes that describe how something works and is shared between those who participate.
- These processes, and the generation of social capital, which in turn generates belonging, needs to be effectively communicated.
Digital Habitats is another favorite of mine on the topic of community.
Digital Habitats : stewarding technology for communities – South Africa, May 2010