When the Culture Change… Doesn’t Change
Doomed to fail?
If this is the final verdict on a cultural change… why are going through the trouble? Obviously, you can’t gain if you don’t change. The business is changing faster than some of us can keep up with, but in order to improve our profits, performance management, and overall success—change MUST happen.
Let’s talk about why our wanted change crumbles:
- The Neutralist: Most employers would rather have a “yes” or “no” than someone who totally disregards the change trying to be made.
- The Resister: Your workers will tend to resist if decisions are made without any information being conveyed to them. The trust isn’t built properly when there are constant surprises that seem to be illogical.
- The Skeptic: You won’t get any type of buy-in from someone who doesn’t believe in what you are doing.
Let’s solve, not diffuse, their concerns.
People need information—not a five-minute meeting right before demolition comes crashing in. Your employees are worried about what will personally happen to them. “What do I get out of it, or what will I have to contribute?” They may be concerned about how much they already are giving, and this could potentially affect their overall performance.
It’s up to you, the manager, to inform and reassure that this is for their betterment. You will need 100% participation to make new changes in the company. Bringing in a solid culture change helps turn the page in the right direction with careful consideration and a creative touch.
Be flexible with your team and be willing to go the extra mile when dealing with your team’s concerns and questions. Be the manager who employee’s trust—genuinely addressing their concerns will help them approach the changes with an open mind.
Denis Coleman is the founder and CEO of Work Compass, a cloud staff performance collaboration software platform that helps teams align their efforts with strategic goals and continuously improve performance. Frustrated with the disconnect between strategy setting and day to day execution and the lack of tools available to managers to help them be great at their most important function …. Aligning their teams activities with strategic goals and actively managing for high performance Denis spent over 5 years researching strategy execution and performance management practices before founding Work Compass to create a software solution. Denis has held senior roles in Ireland, Czech Republic and North America with high performing electronics manufacturing and professional services organisations for more than 12 years. Denis has worked as Finance Director responsible for €800 million in annual revenues for Flextronics International, Key Account Manager responsible for annual revenues of more than €600 million for Dovatron International and Management Consultant for BDO one of Europe’s most successful professional services providers.