SlideShare ist ein Scribd-Unternehmen logo
1 von 12
Downloaden Sie, um offline zu lesen
ChangeThis




                         The Hazards
                          of Leading
                        Culture Change
                          Chip R. Bell and
                         John R. Patterson




No 61.02   Info                 1/12
ChangeThis




           O    ver seventy-five percent of culture change efforts fail.
                Many culture change initiatives started out with compelling
           rationales, committed leaders, and zealous launches only to have
           the wheels come off the wagon before promise could yield payoff.
           When great starts have poor endings, it can leave change pioneers disappointed, hard working
           organizers disheartened, and skeptics with proof they were correct all along. It makes the next
           initiative more challenging to launch and the next set of resistors more defiant. However, without
           needed change the organization risks losing its competitive advantage. Losing its edge makes
           it harder to attract and retain the best talent and resources, and in today’s economy, the death
           knell begins.

           Planned change takes courage and tenacity. Even organizations with a burning platform, effective
           leaders, and well-crafted plans can sometimes miss the mark because they fail to recognize early
           signals that the seeds for derailment are being sown, or they fail to realize the power of the signals
           they are sending via decisions that are unsupportive of the culture change commitment. Derailment
           is much more likely during periods of organizational anxiety from economic challenge, organiza-
           tional shift (like a major merger or new competitor), or a change in senior leadership. However, these
           high profile hazards are easier to spot and therefore simpler to combat. It is the more subtle shifts
           that can do the most damage before their presence is even noticed.

           Spotting derailment hazards quickly and taking the steps to counter their influence can often
           mean the difference between a great intention and a superior impact. The lessons learned from
           successful and unsuccessful efforts can be instructive to leaders eager to get a return on their
           emotional and economic investment. Below are some of the more menacing hazards that can wreck
           a well-intentioned change effort.




No 61.02       Info                                                                                          2/12
ChangeThis




           The Appeal of Tactic Overcomes the Power of Strategy
           Culture change requires a compelling vision and a clear set of strategies. It also takes concrete
           tactics. A vision or aim is the picture of the destination, strategies are the major areas of concentra-
           tion that must be coordinated and managed, and tactics are the myriad of actions needed to
           implement a particular strategy. A military unit might have as a vision or aim to gain supremacy
           over a particular piece of geography. Strategies might include calculated deployment of troops,
           management of air support, an initiative to divert or surprise the enemy, coordination with
           allies, etc. Tactics might include insuring supplies are where they are needed, inserting intelligence
           units in advance, or determining specific communications protocols.

           Execution is centered on carrying out tactics. Battles are won or lost by the effectiveness of troops
           on the ground, the accuracy of air strikes, or the adequacy of supplies. When we watch a war movie,
           most of what puts us on the edge of our seats is the execution of tactics. Tactics are vital, but tactics
           are also seductive. When executors—whether on the battlefield, in the boardroom, or on the factory
           floor—get so enamored with tactics that they lose sight of the vision and strategies, they can wind
           up being highly efficient (doing things right) yet highly ineffective (doing the wrong things). Culture
           change champions with a map and a compass focused on what can be are transformed into culture
           change mechanics with a wrench repairing what is.

           Losing the bigger picture dooms the effort to becoming a victim to the swirl of minutia and swallowed
           up by organizational politics. Unplug the tactics from the strategy and they simply become tasks
           on a “to do” list. Tactics without a connection to a substantive strategy doom the strategy, and
           ultimately the vision, but not the tactic. Energy is invested but progress is imaginary.




No 61.02        Info                                                                                            3/12
ChangeThis




             The Critically Urgent Erases the Long Term Necessary
             “When you are up to your backside in alligators,” goes the oft-quoted line, “it is hard to remember
              you were there to drain the swamp.” Organizations under pressure are fraught with alligators—
              those seemingly never ceasing crises that keep leaders up at night. But, if all the energy goes into
              simply fighting alligators, there will always be alligators. Culture change is about focusing on
              source, not symptom—cause, not contest.

              Focusing on the critically urgent is enticing because it is easy to see immediate results. It gives
              leaders a feeling of progress and a sense of accomplishment. Leaders think they are “on top of it”
              and “taking care of business.” When customers are in the “critically urgent” mix, it can be particularly
              seductive. Customers do not call for a better culture, they cry for immediate repair to their concern.
              Transient symptoms, not systemic problems, get leader energy. Putting out a customer fire may
              quiet a complaint, but it rarely abolishes the arson.



           Culture change is about focusing on source,
           not symptom—cause, not contest.
              However, the illusion of advancement is far worse than none at all. Unless the leader sees the link
              between “alligator fighting” and “swamp drainage” they will remain in a maintenance mode and very
              little will change. Culture change takes “big picture” thinking and “make the link” communication.
              It requires a reaffirmation of the “why,” not just a reminder of the “what” and “how.” It takes leaders
              with a cause, not just leaders with a command. It takes leaders who make the time needed to sustain,
              as well as reinforce, the culture change message and keep initiatives alive and well—above the
              surrounding clash of alligator fighting.




No 61.02           Info                                                                                          4/12
ChangeThis




              Elegant Plans Convince Us Change Is in the Works
              Three turtles sat on a log in the edge of the swamp. One decided to jump in. How many are now on
              the log? Nope, there are still three. Deciding and doing are not the same thing. Until you execute
              them, all decisions are just plain old intentions. Execution—putting skin in the game—is the true test
              of commitment. “I believe, I support, I approve” are all just weasel words unless they are coupled
              with visible demonstration.

              Working with senior leaders in major organizations who struggle with the arduous journey of culture
              change, we are frequently reminded of what our mothers told us about “the road to hell.” Creating
              a great, compelling service vision is important. Crafting clear, customer-focused service standards
              and norms are vital. Selecting people with a service attitude is major. Training people in how to
              deliver great service (or how to effectively lead those who serve) is crucial. Determining the metrics
              and indicators of great service is imperative. But, in the end, all the planning and preparing is “just
              getting ready to.” Plans, no matter how elegant and well charted, are simply maps of a journey yet
              to be taken.




           Until you execute them, all decisions are
           just plain old intentions. Execution—
           putting skin in the game—is the true test
           of commitment.


No 61.02           Info                                                                                          5/12
ChangeThis




             The Familiar and Comfortable Rule the New and Awkward
              Leaders sometimes achieve their positions through competencies other than the superior leadership
              of people. Likewise, organizations reward leaders for proficiencies other than people management.
              While there are obviously administrative and process management aspects to all culture change
              efforts, the core of success comes from the effectiveness of leaders at inspiring, modeling, coaching,
              affirming and communicating with people. Consequently, any change effort requires all leaders to
              engage in behaviors that don’t always play to their strengths. Leaders naturally want to demonstrate
              competence to their associates. Their self-esteem can sometimes cause them to be hesitant to rely on
              behaviors that are awkward to them persoanally.



           Without hands-on trial and error and confrontation
           of outdated behaviors ... employees will not likely
           give up obsolete habits.
              Sustainable culture change requires a commitment to substantive change methods. Processes and
              programs are vital tools that help people learn new skills related to the change. Planned change
              without learning support is like giving a kid a new car before he has learned to drive. There might be
              excitement and gratitude, but it is a prescription for an unhappy ending. Training that works leaves
              people with new skills as well as new perspectives. And sending out a “to all employees” DVD
              or colorful brochure associated with the change is just like using that same methodology to teach
              a kid with the new car how to drive. Without hands-on trial and error and confrontation of outdated
              behaviors—all done with a helpful but unswerving facilitator—employees will not likely give up




No 61.02          Info                                                                                         6/12
ChangeThis




              obsolete habits. It also takes careful attention to support the transfer of learning from the classroom
              to the work setting. Affirmation and recognition of the required new skills and behaviors by leaders
              brings substance and real worldness to the learnings from the classroom.

               If there is obvious commitment, a compelling rationale, and iron-willed tenacity on the part of the
               majority of leaders, culture change is likely to be successful. However, those are a lot of “ifs.” The
              “fits and starts” nature of all culture change efforts implies that some things will not work—requiring
               a return to the drawing board. Leaders abhor failure, even if it is short-term and results in important
               learning. Aversion to failure underscores the necessity for deep-seated belief in the ultimate success
               of the culture change effort and a relentless commitment to stay the course, despite initial set-backs
               and hiccups. It takes leaders with a purpose they value, not just a plan they implement.




           It takes leaders with a purpose they value,
           not just a plan they implement.




No 61.02           Info                                                                                           7/12
ChangeThis




           Naysayers Have More Proof than Visionaries
           Culture change is not only disruptive for employees—it can be equally disruptive for customers.
           Change implies “doing things a different way.” Employees do not fast forward from novice to mastery.
           There is an inevitable learning curve required. Old ways can die hard—for employees and for custom-
           ers. Even if the old way has been a negative to customers, they have learned to deal with it. They also
           can harbor some of the same cynicism as employees, and may actually work to sabotage new efforts.

           All this provides the cynics and naysayers with clear and present evidence that they were right to
           resist the change. Pointing to a temporary setback the uncommitted can, with great confidence and
           irrefutable confirmation, call for an immediate return to “the way things have always been done.”
           When leaders have even the slightest doubt about the worth of the vision or the correctness of the
           strategies, they can acquiesce and soften their resolve before the culture change effort has had a
           chance to gain a solid footing.


           Leaders Get Tired Before They Get Change
           Culture change is hard work and requires enormous patience. Many leaders are by nature impatient
           people who think results can be produced with the snap of a finger and completed by the end of
           the week. Culture change takes a long time because it is complex and disruptive. Culture change
           involves unlearning old habits and acquiring new ways of thinking and behaving. Many employees
           have invested years in performing the way they are, typically with great rewards. Getting people
           to abandon their old ways and embrace new ones cannot be accomplished through an edict, a
           pronouncement, or a “to all employees” memo. And, the larger the organization and more dispersed
           the employees, the more challenging and time consuming the change effort.




No 61.02        Info                                                                                         8/12
ChangeThis




              Leaders sometimes think their role in a culture change effort is simply an occasional meeting in
              which the topic is one of many on the agenda or visiting the troops on special days. Culture
              change involves daily actions that can be easily witnessed by employees. Think of the effort this
              way: how much leader time is presently devoted each day to efforts related to the budget, the
              bottom line, administration or operations. If the culture change effort is not elevated to at least
              that level, it will be viewed as an extra, not as the pursuit of a new way of working. Employees
              have many priorities competing for their limited time and resources, and the “extras” ultimately
              get ignored or left to chance.

              Employees are watchers of signals. Signals are read as mirrors of the real truth. When leaders
              say “customers come first” and then make decisions to the contrary, the signal says the customer
              does not come first. When leaders send out memos advising everyone to cut all unnecessary
              costs, employees remember the ill effects customers suffered through from the last round of
              expense reductions. They read the memo or conversation about “customers come first” as a lie.
              Effective change leaders understand and manage the power of signals. They know that culture
              change requires relying on substance as well as symbol. Real change leaders commit to the
              long-term nature of the culture change initiative.




           Real change leaders commit to the long-term
           nature of the culture change initiative.



No 61.02          Info                                                                                              9/12
ChangeThis




              Prescription for Leaders
              What separates the culture change winners from those that drop out of the race? It starts with a
              vision that is clear, compelling and constantly used both as the anchor for judgments and as a lens
              for alignment. It takes a set of strategies that, like pieces of a puzzle, fit together to insure aligned,
              coordinated management of divergent efforts toward a common end. And, it takes tactics that
              support the strategies and contribute to the vision. It also requires the active participation of those
              impacted; substantive and continuous communications; alignment of core processes and practices
              so they “fit” the vision; and the selection, on-boarding and coaching of employees with the goal
              of insuring consistent performance in harmony with the vision.



           Bottom line, culture change requires leaders
           who are passionately committed to growth
           and excellence.
              The real make-or-break component, however, is leaders who demonstrate three traits: congruence,
              consistency and courage. Congruence means leader actions are in sync with the vision, i.e., they
             “walk the talk” under the floodlight that highlights for watchful employees their actions, beliefs, and
              values. Modeling is not about on-a-pedestal perfection, it is about leader signage of what is priority.
              Consistency suggests leaders stay the course rather than simply engage in superficial pap and
              shallow pomp. It is borne out of the fact that the first time a leader acts in sync with the new change
              it is viewed by their employees as amusing. The second leader action that is in sync is assumed to
              be in response to an edict from on high; the third time as a likely “good soldier” acquiescence. It is




No 61.02           Info                                                                                              10/12
ChangeThis




           not until the fourth time employees view consistent action as the possible beginning of something
           new. Too often, employees never get to see consistent action beyond the leader’s first or second try.
           Courage involves defying the skeptics, recruiting the undecideds, and taking bold steps forward
           that depart from the more comfortable and complacent past. It means championing the vision even
           in the face of temporary setbacks and defeats. Courage is not about being foolhardy or reckless.
           It is a demonstration of character that comes from a deep conviction for what is right and best for
           the organization—and those it serves. Courage includes the commitment to working on the culture
           change throughout the journey to successful change. It is an acknowledgement that culture change
           requires hard work over an extended period of time.

           Bottom line, culture change requires leaders who are passionately committed to growth and excel-
           lence. John Ellis in his article “Strategy” in the October, 2002 issue of Fast Company wrote: “Here’s
           what real business leaders do. They go out and rally the troops, plant the flag, and make a stand.
           If the issue is confidence, they conduct themselves confidently. If the issue is trust, they make
           their company’s business transparent. If the issue is character, they tell the truth. They do not shirk
           responsibility; they assume command. Because a fundamental ingredient of business success is
           leadership. And the granular stuff of leadership is courage, conviction, and character.”




No 61.02        Info                                                                                           11/12
ChangeThis



                  info
                           About the Author
                           Chip R. Bell is the founder and senior partner of the Chip Bell Group. John Patterson is the president of
                           Progressive Insights, Inc., a CBG alliance company. Their newest book is Take Their Breath Away (Wiley, 2009).
                           They can be reached through taketheirbreathaway.com.



                           send this
                           Pass along a copy of this manifesto to others.


                           subsCribe
                           Sign up for our free e-newsletter to learn about our latest manifestos as soon as they are available.


                           born on dAte
 buy the book
 Get more details          This document was created on August 5, 2009 and is based on the best information available at that time.
 or buy a copy of          Check here for updates.
 Bell and Patterson’s
 Take Their Breath Away.



                           About ChAnGethis                             CopyriGht info                                 WhAt you CAn do
                           ChangeThis is a vehicle, not a publisher.    The copyright of this work belongs             You are given the unlimited right to
                           We make it easy for big ideas to spread.     to the author, who is solely responsible       print this manifesto and to distribute it
                           While the authors we work with are           for the content.                               electronically (via email, your website,
                           responsible for their own work, they don’t   This work is licensed under the Creative       or any other means). You can print out
                           necessarily agree with everything            Commons Attribution-NonCommercial-             pages and put them in your favorite
                           available in ChangeThis format. But you      NoDerivs License. To view a copy of this       coffee shop’s windows or your doctor’s
                           knew that already.                           license, visit Creative Commons or send a      waiting room. You can transcribe the
                           ChangeThis is supported by the love and      letter to Creative Commons, 559 Nathan         author’s words onto the sidewalk, or you
                           tender care of 800-CEO-READ. Visit us        Abbott Way, Stanford, California 94305, USA.   can hand out copies to everyone you
                           at 800-CEO-READ or at our daily blog.                                                       meet. You may not alter this manifesto
                                                                                                                       in any way, though, and you may not
                                                                                                                       charge for it.




No 61.02                         Info                                                                                                                        12/12

Weitere ähnliche Inhalte

Was ist angesagt?

Understanding, Initiating and Managing Change by Catherine Adenle
Understanding, Initiating and Managing Change by Catherine AdenleUnderstanding, Initiating and Managing Change by Catherine Adenle
Understanding, Initiating and Managing Change by Catherine AdenleCatherine Adenle
 
Transactional And Transformational Leadership Development PowerPoint Presenta...
Transactional And Transformational Leadership Development PowerPoint Presenta...Transactional And Transformational Leadership Development PowerPoint Presenta...
Transactional And Transformational Leadership Development PowerPoint Presenta...SlideTeam
 
Team Building in Sports
Team Building in SportsTeam Building in Sports
Team Building in Sportsaln424
 
Introduction to Change Management by Derek Hendrikz
Introduction to Change Management by Derek HendrikzIntroduction to Change Management by Derek Hendrikz
Introduction to Change Management by Derek HendrikzDerek Hendrikz
 
Leadership that gets Results
Leadership that gets ResultsLeadership that gets Results
Leadership that gets ResultsHay Group India
 
21 Critical Questions to Ask before Change Management
21 Critical Questions to Ask before Change Management21 Critical Questions to Ask before Change Management
21 Critical Questions to Ask before Change ManagementCatherine Adenle
 
Change management – Principles Process & Tools
Change management – Principles Process & Tools Change management – Principles Process & Tools
Change management – Principles Process & Tools Charles Cotter, PhD
 
Four Strategies
Four StrategiesFour Strategies
Four Strategiesjalvaradon
 
Group level diagnosing
Group level diagnosingGroup level diagnosing
Group level diagnosingMashriqi
 
Change Management - Leading Organizational Change
Change Management - Leading Organizational ChangeChange Management - Leading Organizational Change
Change Management - Leading Organizational Changejohnnyg14
 
Managing change slide
Managing change slideManaging change slide
Managing change slideKulkeshKumar
 
Managing Change & Transition
Managing Change & TransitionManaging Change & Transition
Managing Change & TransitionWing Antariksa
 
Chapter 11 Leadership - Leading change
Chapter 11 Leadership - Leading change Chapter 11 Leadership - Leading change
Chapter 11 Leadership - Leading change PeleZain
 
29.1.15_The Influence of National Cultural Values on Workplace (Screen-Res) (1)
29.1.15_The Influence of National Cultural Values on Workplace (Screen-Res) (1)29.1.15_The Influence of National Cultural Values on Workplace (Screen-Res) (1)
29.1.15_The Influence of National Cultural Values on Workplace (Screen-Res) (1)Kaj Helstrand
 

Was ist angesagt? (20)

Understanding, Initiating and Managing Change by Catherine Adenle
Understanding, Initiating and Managing Change by Catherine AdenleUnderstanding, Initiating and Managing Change by Catherine Adenle
Understanding, Initiating and Managing Change by Catherine Adenle
 
Transactional And Transformational Leadership Development PowerPoint Presenta...
Transactional And Transformational Leadership Development PowerPoint Presenta...Transactional And Transformational Leadership Development PowerPoint Presenta...
Transactional And Transformational Leadership Development PowerPoint Presenta...
 
Team Building in Sports
Team Building in SportsTeam Building in Sports
Team Building in Sports
 
Leading change
Leading changeLeading change
Leading change
 
Introduction to Change Management by Derek Hendrikz
Introduction to Change Management by Derek HendrikzIntroduction to Change Management by Derek Hendrikz
Introduction to Change Management by Derek Hendrikz
 
Leadership that gets Results
Leadership that gets ResultsLeadership that gets Results
Leadership that gets Results
 
21 Critical Questions to Ask before Change Management
21 Critical Questions to Ask before Change Management21 Critical Questions to Ask before Change Management
21 Critical Questions to Ask before Change Management
 
6 Change Models
6 Change Models6 Change Models
6 Change Models
 
Adkar and kurt lewin models compared
Adkar and kurt lewin models comparedAdkar and kurt lewin models compared
Adkar and kurt lewin models compared
 
Pinnacle Leadership and Change management
Pinnacle Leadership and Change managementPinnacle Leadership and Change management
Pinnacle Leadership and Change management
 
Change management – Principles Process & Tools
Change management – Principles Process & Tools Change management – Principles Process & Tools
Change management – Principles Process & Tools
 
Ch 2 images of managing change
Ch 2 images of managing changeCh 2 images of managing change
Ch 2 images of managing change
 
Four Strategies
Four StrategiesFour Strategies
Four Strategies
 
Group level diagnosing
Group level diagnosingGroup level diagnosing
Group level diagnosing
 
Change Management - Leading Organizational Change
Change Management - Leading Organizational ChangeChange Management - Leading Organizational Change
Change Management - Leading Organizational Change
 
Managing change slide
Managing change slideManaging change slide
Managing change slide
 
Managing Change & Transition
Managing Change & TransitionManaging Change & Transition
Managing Change & Transition
 
Chapter 11 Leadership - Leading change
Chapter 11 Leadership - Leading change Chapter 11 Leadership - Leading change
Chapter 11 Leadership - Leading change
 
29.1.15_The Influence of National Cultural Values on Workplace (Screen-Res) (1)
29.1.15_The Influence of National Cultural Values on Workplace (Screen-Res) (1)29.1.15_The Influence of National Cultural Values on Workplace (Screen-Res) (1)
29.1.15_The Influence of National Cultural Values on Workplace (Screen-Res) (1)
 
Leading Organizational Change
Leading Organizational ChangeLeading Organizational Change
Leading Organizational Change
 

Ähnlich wie The Hazards of Leading Culture Change (a ChangeThis manifesto by Chip R. Bell & John R. Patterson)

Changing behaviors to_drive_growth_and_performance_pov
Changing behaviors to_drive_growth_and_performance_povChanging behaviors to_drive_growth_and_performance_pov
Changing behaviors to_drive_growth_and_performance_povAngie McGlamery
 
Ten Reasons People Resist Changeby Rosabeth Moss Kanter 1200 .docx
Ten Reasons People Resist Changeby Rosabeth Moss Kanter  1200 .docxTen Reasons People Resist Changeby Rosabeth Moss Kanter  1200 .docx
Ten Reasons People Resist Changeby Rosabeth Moss Kanter 1200 .docxmehek4
 
The Predictable Passages of Organizational Transformation
The Predictable Passages of Organizational TransformationThe Predictable Passages of Organizational Transformation
The Predictable Passages of Organizational Transformationmikegggg
 
Change Is Hard . . . . .How leaders break through
Change Is Hard . . . . .How leaders break throughChange Is Hard . . . . .How leaders break through
Change Is Hard . . . . .How leaders break throughDavid Parks
 
Liderazgo transformational genérico (1)
Liderazgo transformational genérico (1)Liderazgo transformational genérico (1)
Liderazgo transformational genérico (1)Universidad Santo Tomas
 
Dyon tucker - 10 principles of strategic leadership
Dyon tucker - 10 principles of strategic leadershipDyon tucker - 10 principles of strategic leadership
Dyon tucker - 10 principles of strategic leadershipdyontucker
 
A to Z of Leadership Qualities
A to Z of Leadership QualitiesA to Z of Leadership Qualities
A to Z of Leadership QualitiesMark Conway
 
201004 Nolan QNL: Managing Change
201004 Nolan QNL: Managing Change201004 Nolan QNL: Managing Change
201004 Nolan QNL: Managing ChangeSteven Callahan
 
3 blind spots, bias & bravado – a toxic combination
3 blind spots, bias & bravado – a toxic combination3 blind spots, bias & bravado – a toxic combination
3 blind spots, bias & bravado – a toxic combinationmikegggg
 
2 deny, defend , disrupt it's your choice!
2 deny, defend , disrupt    it's your choice!2 deny, defend , disrupt    it's your choice!
2 deny, defend , disrupt it's your choice!mikegggg
 
The Amazing Ambidextrous Executive: Balancing Tensions at the Top
The Amazing Ambidextrous Executive: Balancing Tensions at the TopThe Amazing Ambidextrous Executive: Balancing Tensions at the Top
The Amazing Ambidextrous Executive: Balancing Tensions at the TopThe Clarion Group, Ltd.
 
2 accelerating high performance team effectiveness
2 accelerating high performance team effectiveness2 accelerating high performance team effectiveness
2 accelerating high performance team effectivenessmikegggg
 
Ob. managing change 09.10.2011
Ob. managing change  09.10.2011Ob. managing change  09.10.2011
Ob. managing change 09.10.2011Mahfuza Mili
 
4 the devastating cost of bias in leadership
4 the devastating cost of bias in leadership4 the devastating cost of bias in leadership
4 the devastating cost of bias in leadershipmikegggg
 
"Never neglect details."
"Never neglect details.""Never neglect details."
"Never neglect details."VisualBee.com
 
Leadership on the Line: Staying Alive Through The Dangers of Leading
Leadership on the Line: Staying Alive Through The Dangers of LeadingLeadership on the Line: Staying Alive Through The Dangers of Leading
Leadership on the Line: Staying Alive Through The Dangers of LeadingChris Hengstenberg
 
A Survival Guide for Leaders.pdf
A Survival Guide for Leaders.pdfA Survival Guide for Leaders.pdf
A Survival Guide for Leaders.pdfCanlorLopes1
 

Ähnlich wie The Hazards of Leading Culture Change (a ChangeThis manifesto by Chip R. Bell & John R. Patterson) (20)

Changing behaviors to_drive_growth_and_performance_pov
Changing behaviors to_drive_growth_and_performance_povChanging behaviors to_drive_growth_and_performance_pov
Changing behaviors to_drive_growth_and_performance_pov
 
Ten Reasons People Resist Changeby Rosabeth Moss Kanter 1200 .docx
Ten Reasons People Resist Changeby Rosabeth Moss Kanter  1200 .docxTen Reasons People Resist Changeby Rosabeth Moss Kanter  1200 .docx
Ten Reasons People Resist Changeby Rosabeth Moss Kanter 1200 .docx
 
The Predictable Passages of Organizational Transformation
The Predictable Passages of Organizational TransformationThe Predictable Passages of Organizational Transformation
The Predictable Passages of Organizational Transformation
 
Change Is Hard . . . . .How leaders break through
Change Is Hard . . . . .How leaders break throughChange Is Hard . . . . .How leaders break through
Change Is Hard . . . . .How leaders break through
 
Liderazgo transformational genérico (1)
Liderazgo transformational genérico (1)Liderazgo transformational genérico (1)
Liderazgo transformational genérico (1)
 
Dyon tucker - 10 principles of strategic leadership
Dyon tucker - 10 principles of strategic leadershipDyon tucker - 10 principles of strategic leadership
Dyon tucker - 10 principles of strategic leadership
 
A to Z of Leadership Qualities
A to Z of Leadership QualitiesA to Z of Leadership Qualities
A to Z of Leadership Qualities
 
Why Firms Fail
Why Firms FailWhy Firms Fail
Why Firms Fail
 
201004 Nolan QNL: Managing Change
201004 Nolan QNL: Managing Change201004 Nolan QNL: Managing Change
201004 Nolan QNL: Managing Change
 
3 blind spots, bias & bravado – a toxic combination
3 blind spots, bias & bravado – a toxic combination3 blind spots, bias & bravado – a toxic combination
3 blind spots, bias & bravado – a toxic combination
 
2 deny, defend , disrupt it's your choice!
2 deny, defend , disrupt    it's your choice!2 deny, defend , disrupt    it's your choice!
2 deny, defend , disrupt it's your choice!
 
10 Principles of Strategic Leadership
10 Principles of Strategic Leadership10 Principles of Strategic Leadership
10 Principles of Strategic Leadership
 
Grow Great Leaders
Grow Great LeadersGrow Great Leaders
Grow Great Leaders
 
The Amazing Ambidextrous Executive: Balancing Tensions at the Top
The Amazing Ambidextrous Executive: Balancing Tensions at the TopThe Amazing Ambidextrous Executive: Balancing Tensions at the Top
The Amazing Ambidextrous Executive: Balancing Tensions at the Top
 
2 accelerating high performance team effectiveness
2 accelerating high performance team effectiveness2 accelerating high performance team effectiveness
2 accelerating high performance team effectiveness
 
Ob. managing change 09.10.2011
Ob. managing change  09.10.2011Ob. managing change  09.10.2011
Ob. managing change 09.10.2011
 
4 the devastating cost of bias in leadership
4 the devastating cost of bias in leadership4 the devastating cost of bias in leadership
4 the devastating cost of bias in leadership
 
"Never neglect details."
"Never neglect details.""Never neglect details."
"Never neglect details."
 
Leadership on the Line: Staying Alive Through The Dangers of Leading
Leadership on the Line: Staying Alive Through The Dangers of LeadingLeadership on the Line: Staying Alive Through The Dangers of Leading
Leadership on the Line: Staying Alive Through The Dangers of Leading
 
A Survival Guide for Leaders.pdf
A Survival Guide for Leaders.pdfA Survival Guide for Leaders.pdf
A Survival Guide for Leaders.pdf
 

Mehr von Samuli Pahkala

Below C Level Strategy (a ChangeThis Manifesto by John Spence)
Below C Level Strategy (a ChangeThis Manifesto by John Spence)Below C Level Strategy (a ChangeThis Manifesto by John Spence)
Below C Level Strategy (a ChangeThis Manifesto by John Spence)Samuli Pahkala
 
A3 - Toyota’s way of solving problems and creating plans
A3 - Toyota’s way of solving problems and creating plansA3 - Toyota’s way of solving problems and creating plans
A3 - Toyota’s way of solving problems and creating plansSamuli Pahkala
 
Change Your Thinking > To Change Your Results! (a ChangeThis Manifesto by Ton...
Change Your Thinking > To Change Your Results! (a ChangeThis Manifesto by Ton...Change Your Thinking > To Change Your Results! (a ChangeThis Manifesto by Ton...
Change Your Thinking > To Change Your Results! (a ChangeThis Manifesto by Ton...Samuli Pahkala
 
Mind of the Innovator: Taming the Traps of Traditional Thinking (a ChangeThis...
Mind of the Innovator: Taming the Traps of Traditional Thinking (a ChangeThis...Mind of the Innovator: Taming the Traps of Traditional Thinking (a ChangeThis...
Mind of the Innovator: Taming the Traps of Traditional Thinking (a ChangeThis...Samuli Pahkala
 
Creative Elegance: The Power of Incomplete Ideas (a ChangeThis Manifesto by M...
Creative Elegance: The Power of Incomplete Ideas (a ChangeThis Manifesto by M...Creative Elegance: The Power of Incomplete Ideas (a ChangeThis Manifesto by M...
Creative Elegance: The Power of Incomplete Ideas (a ChangeThis Manifesto by M...Samuli Pahkala
 
Achieving Business Excellence (a ChangeThis Manifesto by John Spence)
Achieving Business Excellence (a ChangeThis Manifesto by John Spence)Achieving Business Excellence (a ChangeThis Manifesto by John Spence)
Achieving Business Excellence (a ChangeThis Manifesto by John Spence)Samuli Pahkala
 
It All Starts With A Sense of Urgency (a ChangeThis Manifesto by John Kotter)
It All Starts With A Sense of Urgency (a ChangeThis Manifesto by John Kotter)It All Starts With A Sense of Urgency (a ChangeThis Manifesto by John Kotter)
It All Starts With A Sense of Urgency (a ChangeThis Manifesto by John Kotter)Samuli Pahkala
 
Here We Go Again: Leading in Tough Times (a ChangeThis Manifesto by Lee J. Co...
Here We Go Again: Leading in Tough Times (a ChangeThis Manifesto by Lee J. Co...Here We Go Again: Leading in Tough Times (a ChangeThis Manifesto by Lee J. Co...
Here We Go Again: Leading in Tough Times (a ChangeThis Manifesto by Lee J. Co...Samuli Pahkala
 
Elegant Solutions: Breaktrough Thinking the Toyota Way (a ChangeThis Manifest...
Elegant Solutions: Breaktrough Thinking the Toyota Way (a ChangeThis Manifest...Elegant Solutions: Breaktrough Thinking the Toyota Way (a ChangeThis Manifest...
Elegant Solutions: Breaktrough Thinking the Toyota Way (a ChangeThis Manifest...Samuli Pahkala
 
Our Iceberg Is Melting - Changing and Succeeding Under Any Conditions
Our Iceberg Is Melting - Changing and Succeeding Under Any ConditionsOur Iceberg Is Melting - Changing and Succeeding Under Any Conditions
Our Iceberg Is Melting - Changing and Succeeding Under Any ConditionsSamuli Pahkala
 
How Do We Educate Our Children
How Do We Educate Our ChildrenHow Do We Educate Our Children
How Do We Educate Our ChildrenSamuli Pahkala
 
Skills To Make You An Effective Manager
Skills To Make You An Effective ManagerSkills To Make You An Effective Manager
Skills To Make You An Effective ManagerSamuli Pahkala
 
Really Simple Balanced Scorecard
Really Simple Balanced ScorecardReally Simple Balanced Scorecard
Really Simple Balanced ScorecardSamuli Pahkala
 
Achieving Business Excellence
Achieving Business ExcellenceAchieving Business Excellence
Achieving Business ExcellenceSamuli Pahkala
 

Mehr von Samuli Pahkala (14)

Below C Level Strategy (a ChangeThis Manifesto by John Spence)
Below C Level Strategy (a ChangeThis Manifesto by John Spence)Below C Level Strategy (a ChangeThis Manifesto by John Spence)
Below C Level Strategy (a ChangeThis Manifesto by John Spence)
 
A3 - Toyota’s way of solving problems and creating plans
A3 - Toyota’s way of solving problems and creating plansA3 - Toyota’s way of solving problems and creating plans
A3 - Toyota’s way of solving problems and creating plans
 
Change Your Thinking > To Change Your Results! (a ChangeThis Manifesto by Ton...
Change Your Thinking > To Change Your Results! (a ChangeThis Manifesto by Ton...Change Your Thinking > To Change Your Results! (a ChangeThis Manifesto by Ton...
Change Your Thinking > To Change Your Results! (a ChangeThis Manifesto by Ton...
 
Mind of the Innovator: Taming the Traps of Traditional Thinking (a ChangeThis...
Mind of the Innovator: Taming the Traps of Traditional Thinking (a ChangeThis...Mind of the Innovator: Taming the Traps of Traditional Thinking (a ChangeThis...
Mind of the Innovator: Taming the Traps of Traditional Thinking (a ChangeThis...
 
Creative Elegance: The Power of Incomplete Ideas (a ChangeThis Manifesto by M...
Creative Elegance: The Power of Incomplete Ideas (a ChangeThis Manifesto by M...Creative Elegance: The Power of Incomplete Ideas (a ChangeThis Manifesto by M...
Creative Elegance: The Power of Incomplete Ideas (a ChangeThis Manifesto by M...
 
Achieving Business Excellence (a ChangeThis Manifesto by John Spence)
Achieving Business Excellence (a ChangeThis Manifesto by John Spence)Achieving Business Excellence (a ChangeThis Manifesto by John Spence)
Achieving Business Excellence (a ChangeThis Manifesto by John Spence)
 
It All Starts With A Sense of Urgency (a ChangeThis Manifesto by John Kotter)
It All Starts With A Sense of Urgency (a ChangeThis Manifesto by John Kotter)It All Starts With A Sense of Urgency (a ChangeThis Manifesto by John Kotter)
It All Starts With A Sense of Urgency (a ChangeThis Manifesto by John Kotter)
 
Here We Go Again: Leading in Tough Times (a ChangeThis Manifesto by Lee J. Co...
Here We Go Again: Leading in Tough Times (a ChangeThis Manifesto by Lee J. Co...Here We Go Again: Leading in Tough Times (a ChangeThis Manifesto by Lee J. Co...
Here We Go Again: Leading in Tough Times (a ChangeThis Manifesto by Lee J. Co...
 
Elegant Solutions: Breaktrough Thinking the Toyota Way (a ChangeThis Manifest...
Elegant Solutions: Breaktrough Thinking the Toyota Way (a ChangeThis Manifest...Elegant Solutions: Breaktrough Thinking the Toyota Way (a ChangeThis Manifest...
Elegant Solutions: Breaktrough Thinking the Toyota Way (a ChangeThis Manifest...
 
Our Iceberg Is Melting - Changing and Succeeding Under Any Conditions
Our Iceberg Is Melting - Changing and Succeeding Under Any ConditionsOur Iceberg Is Melting - Changing and Succeeding Under Any Conditions
Our Iceberg Is Melting - Changing and Succeeding Under Any Conditions
 
How Do We Educate Our Children
How Do We Educate Our ChildrenHow Do We Educate Our Children
How Do We Educate Our Children
 
Skills To Make You An Effective Manager
Skills To Make You An Effective ManagerSkills To Make You An Effective Manager
Skills To Make You An Effective Manager
 
Really Simple Balanced Scorecard
Really Simple Balanced ScorecardReally Simple Balanced Scorecard
Really Simple Balanced Scorecard
 
Achieving Business Excellence
Achieving Business ExcellenceAchieving Business Excellence
Achieving Business Excellence
 

Kürzlich hochgeladen

Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 

Kürzlich hochgeladen (20)

Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 

The Hazards of Leading Culture Change (a ChangeThis manifesto by Chip R. Bell & John R. Patterson)

  • 1. ChangeThis The Hazards of Leading Culture Change Chip R. Bell and John R. Patterson No 61.02 Info 1/12
  • 2. ChangeThis O ver seventy-five percent of culture change efforts fail. Many culture change initiatives started out with compelling rationales, committed leaders, and zealous launches only to have the wheels come off the wagon before promise could yield payoff. When great starts have poor endings, it can leave change pioneers disappointed, hard working organizers disheartened, and skeptics with proof they were correct all along. It makes the next initiative more challenging to launch and the next set of resistors more defiant. However, without needed change the organization risks losing its competitive advantage. Losing its edge makes it harder to attract and retain the best talent and resources, and in today’s economy, the death knell begins. Planned change takes courage and tenacity. Even organizations with a burning platform, effective leaders, and well-crafted plans can sometimes miss the mark because they fail to recognize early signals that the seeds for derailment are being sown, or they fail to realize the power of the signals they are sending via decisions that are unsupportive of the culture change commitment. Derailment is much more likely during periods of organizational anxiety from economic challenge, organiza- tional shift (like a major merger or new competitor), or a change in senior leadership. However, these high profile hazards are easier to spot and therefore simpler to combat. It is the more subtle shifts that can do the most damage before their presence is even noticed. Spotting derailment hazards quickly and taking the steps to counter their influence can often mean the difference between a great intention and a superior impact. The lessons learned from successful and unsuccessful efforts can be instructive to leaders eager to get a return on their emotional and economic investment. Below are some of the more menacing hazards that can wreck a well-intentioned change effort. No 61.02 Info 2/12
  • 3. ChangeThis The Appeal of Tactic Overcomes the Power of Strategy Culture change requires a compelling vision and a clear set of strategies. It also takes concrete tactics. A vision or aim is the picture of the destination, strategies are the major areas of concentra- tion that must be coordinated and managed, and tactics are the myriad of actions needed to implement a particular strategy. A military unit might have as a vision or aim to gain supremacy over a particular piece of geography. Strategies might include calculated deployment of troops, management of air support, an initiative to divert or surprise the enemy, coordination with allies, etc. Tactics might include insuring supplies are where they are needed, inserting intelligence units in advance, or determining specific communications protocols. Execution is centered on carrying out tactics. Battles are won or lost by the effectiveness of troops on the ground, the accuracy of air strikes, or the adequacy of supplies. When we watch a war movie, most of what puts us on the edge of our seats is the execution of tactics. Tactics are vital, but tactics are also seductive. When executors—whether on the battlefield, in the boardroom, or on the factory floor—get so enamored with tactics that they lose sight of the vision and strategies, they can wind up being highly efficient (doing things right) yet highly ineffective (doing the wrong things). Culture change champions with a map and a compass focused on what can be are transformed into culture change mechanics with a wrench repairing what is. Losing the bigger picture dooms the effort to becoming a victim to the swirl of minutia and swallowed up by organizational politics. Unplug the tactics from the strategy and they simply become tasks on a “to do” list. Tactics without a connection to a substantive strategy doom the strategy, and ultimately the vision, but not the tactic. Energy is invested but progress is imaginary. No 61.02 Info 3/12
  • 4. ChangeThis The Critically Urgent Erases the Long Term Necessary “When you are up to your backside in alligators,” goes the oft-quoted line, “it is hard to remember you were there to drain the swamp.” Organizations under pressure are fraught with alligators— those seemingly never ceasing crises that keep leaders up at night. But, if all the energy goes into simply fighting alligators, there will always be alligators. Culture change is about focusing on source, not symptom—cause, not contest. Focusing on the critically urgent is enticing because it is easy to see immediate results. It gives leaders a feeling of progress and a sense of accomplishment. Leaders think they are “on top of it” and “taking care of business.” When customers are in the “critically urgent” mix, it can be particularly seductive. Customers do not call for a better culture, they cry for immediate repair to their concern. Transient symptoms, not systemic problems, get leader energy. Putting out a customer fire may quiet a complaint, but it rarely abolishes the arson. Culture change is about focusing on source, not symptom—cause, not contest. However, the illusion of advancement is far worse than none at all. Unless the leader sees the link between “alligator fighting” and “swamp drainage” they will remain in a maintenance mode and very little will change. Culture change takes “big picture” thinking and “make the link” communication. It requires a reaffirmation of the “why,” not just a reminder of the “what” and “how.” It takes leaders with a cause, not just leaders with a command. It takes leaders who make the time needed to sustain, as well as reinforce, the culture change message and keep initiatives alive and well—above the surrounding clash of alligator fighting. No 61.02 Info 4/12
  • 5. ChangeThis Elegant Plans Convince Us Change Is in the Works Three turtles sat on a log in the edge of the swamp. One decided to jump in. How many are now on the log? Nope, there are still three. Deciding and doing are not the same thing. Until you execute them, all decisions are just plain old intentions. Execution—putting skin in the game—is the true test of commitment. “I believe, I support, I approve” are all just weasel words unless they are coupled with visible demonstration. Working with senior leaders in major organizations who struggle with the arduous journey of culture change, we are frequently reminded of what our mothers told us about “the road to hell.” Creating a great, compelling service vision is important. Crafting clear, customer-focused service standards and norms are vital. Selecting people with a service attitude is major. Training people in how to deliver great service (or how to effectively lead those who serve) is crucial. Determining the metrics and indicators of great service is imperative. But, in the end, all the planning and preparing is “just getting ready to.” Plans, no matter how elegant and well charted, are simply maps of a journey yet to be taken. Until you execute them, all decisions are just plain old intentions. Execution— putting skin in the game—is the true test of commitment. No 61.02 Info 5/12
  • 6. ChangeThis The Familiar and Comfortable Rule the New and Awkward Leaders sometimes achieve their positions through competencies other than the superior leadership of people. Likewise, organizations reward leaders for proficiencies other than people management. While there are obviously administrative and process management aspects to all culture change efforts, the core of success comes from the effectiveness of leaders at inspiring, modeling, coaching, affirming and communicating with people. Consequently, any change effort requires all leaders to engage in behaviors that don’t always play to their strengths. Leaders naturally want to demonstrate competence to their associates. Their self-esteem can sometimes cause them to be hesitant to rely on behaviors that are awkward to them persoanally. Without hands-on trial and error and confrontation of outdated behaviors ... employees will not likely give up obsolete habits. Sustainable culture change requires a commitment to substantive change methods. Processes and programs are vital tools that help people learn new skills related to the change. Planned change without learning support is like giving a kid a new car before he has learned to drive. There might be excitement and gratitude, but it is a prescription for an unhappy ending. Training that works leaves people with new skills as well as new perspectives. And sending out a “to all employees” DVD or colorful brochure associated with the change is just like using that same methodology to teach a kid with the new car how to drive. Without hands-on trial and error and confrontation of outdated behaviors—all done with a helpful but unswerving facilitator—employees will not likely give up No 61.02 Info 6/12
  • 7. ChangeThis obsolete habits. It also takes careful attention to support the transfer of learning from the classroom to the work setting. Affirmation and recognition of the required new skills and behaviors by leaders brings substance and real worldness to the learnings from the classroom. If there is obvious commitment, a compelling rationale, and iron-willed tenacity on the part of the majority of leaders, culture change is likely to be successful. However, those are a lot of “ifs.” The “fits and starts” nature of all culture change efforts implies that some things will not work—requiring a return to the drawing board. Leaders abhor failure, even if it is short-term and results in important learning. Aversion to failure underscores the necessity for deep-seated belief in the ultimate success of the culture change effort and a relentless commitment to stay the course, despite initial set-backs and hiccups. It takes leaders with a purpose they value, not just a plan they implement. It takes leaders with a purpose they value, not just a plan they implement. No 61.02 Info 7/12
  • 8. ChangeThis Naysayers Have More Proof than Visionaries Culture change is not only disruptive for employees—it can be equally disruptive for customers. Change implies “doing things a different way.” Employees do not fast forward from novice to mastery. There is an inevitable learning curve required. Old ways can die hard—for employees and for custom- ers. Even if the old way has been a negative to customers, they have learned to deal with it. They also can harbor some of the same cynicism as employees, and may actually work to sabotage new efforts. All this provides the cynics and naysayers with clear and present evidence that they were right to resist the change. Pointing to a temporary setback the uncommitted can, with great confidence and irrefutable confirmation, call for an immediate return to “the way things have always been done.” When leaders have even the slightest doubt about the worth of the vision or the correctness of the strategies, they can acquiesce and soften their resolve before the culture change effort has had a chance to gain a solid footing. Leaders Get Tired Before They Get Change Culture change is hard work and requires enormous patience. Many leaders are by nature impatient people who think results can be produced with the snap of a finger and completed by the end of the week. Culture change takes a long time because it is complex and disruptive. Culture change involves unlearning old habits and acquiring new ways of thinking and behaving. Many employees have invested years in performing the way they are, typically with great rewards. Getting people to abandon their old ways and embrace new ones cannot be accomplished through an edict, a pronouncement, or a “to all employees” memo. And, the larger the organization and more dispersed the employees, the more challenging and time consuming the change effort. No 61.02 Info 8/12
  • 9. ChangeThis Leaders sometimes think their role in a culture change effort is simply an occasional meeting in which the topic is one of many on the agenda or visiting the troops on special days. Culture change involves daily actions that can be easily witnessed by employees. Think of the effort this way: how much leader time is presently devoted each day to efforts related to the budget, the bottom line, administration or operations. If the culture change effort is not elevated to at least that level, it will be viewed as an extra, not as the pursuit of a new way of working. Employees have many priorities competing for their limited time and resources, and the “extras” ultimately get ignored or left to chance. Employees are watchers of signals. Signals are read as mirrors of the real truth. When leaders say “customers come first” and then make decisions to the contrary, the signal says the customer does not come first. When leaders send out memos advising everyone to cut all unnecessary costs, employees remember the ill effects customers suffered through from the last round of expense reductions. They read the memo or conversation about “customers come first” as a lie. Effective change leaders understand and manage the power of signals. They know that culture change requires relying on substance as well as symbol. Real change leaders commit to the long-term nature of the culture change initiative. Real change leaders commit to the long-term nature of the culture change initiative. No 61.02 Info 9/12
  • 10. ChangeThis Prescription for Leaders What separates the culture change winners from those that drop out of the race? It starts with a vision that is clear, compelling and constantly used both as the anchor for judgments and as a lens for alignment. It takes a set of strategies that, like pieces of a puzzle, fit together to insure aligned, coordinated management of divergent efforts toward a common end. And, it takes tactics that support the strategies and contribute to the vision. It also requires the active participation of those impacted; substantive and continuous communications; alignment of core processes and practices so they “fit” the vision; and the selection, on-boarding and coaching of employees with the goal of insuring consistent performance in harmony with the vision. Bottom line, culture change requires leaders who are passionately committed to growth and excellence. The real make-or-break component, however, is leaders who demonstrate three traits: congruence, consistency and courage. Congruence means leader actions are in sync with the vision, i.e., they “walk the talk” under the floodlight that highlights for watchful employees their actions, beliefs, and values. Modeling is not about on-a-pedestal perfection, it is about leader signage of what is priority. Consistency suggests leaders stay the course rather than simply engage in superficial pap and shallow pomp. It is borne out of the fact that the first time a leader acts in sync with the new change it is viewed by their employees as amusing. The second leader action that is in sync is assumed to be in response to an edict from on high; the third time as a likely “good soldier” acquiescence. It is No 61.02 Info 10/12
  • 11. ChangeThis not until the fourth time employees view consistent action as the possible beginning of something new. Too often, employees never get to see consistent action beyond the leader’s first or second try. Courage involves defying the skeptics, recruiting the undecideds, and taking bold steps forward that depart from the more comfortable and complacent past. It means championing the vision even in the face of temporary setbacks and defeats. Courage is not about being foolhardy or reckless. It is a demonstration of character that comes from a deep conviction for what is right and best for the organization—and those it serves. Courage includes the commitment to working on the culture change throughout the journey to successful change. It is an acknowledgement that culture change requires hard work over an extended period of time. Bottom line, culture change requires leaders who are passionately committed to growth and excel- lence. John Ellis in his article “Strategy” in the October, 2002 issue of Fast Company wrote: “Here’s what real business leaders do. They go out and rally the troops, plant the flag, and make a stand. If the issue is confidence, they conduct themselves confidently. If the issue is trust, they make their company’s business transparent. If the issue is character, they tell the truth. They do not shirk responsibility; they assume command. Because a fundamental ingredient of business success is leadership. And the granular stuff of leadership is courage, conviction, and character.” No 61.02 Info 11/12
  • 12. ChangeThis info About the Author Chip R. Bell is the founder and senior partner of the Chip Bell Group. John Patterson is the president of Progressive Insights, Inc., a CBG alliance company. Their newest book is Take Their Breath Away (Wiley, 2009). They can be reached through taketheirbreathaway.com. send this Pass along a copy of this manifesto to others. subsCribe Sign up for our free e-newsletter to learn about our latest manifestos as soon as they are available. born on dAte buy the book Get more details This document was created on August 5, 2009 and is based on the best information available at that time. or buy a copy of Check here for updates. Bell and Patterson’s Take Their Breath Away. About ChAnGethis CopyriGht info WhAt you CAn do ChangeThis is a vehicle, not a publisher. The copyright of this work belongs You are given the unlimited right to We make it easy for big ideas to spread. to the author, who is solely responsible print this manifesto and to distribute it While the authors we work with are for the content. electronically (via email, your website, responsible for their own work, they don’t This work is licensed under the Creative or any other means). You can print out necessarily agree with everything Commons Attribution-NonCommercial- pages and put them in your favorite available in ChangeThis format. But you NoDerivs License. To view a copy of this coffee shop’s windows or your doctor’s knew that already. license, visit Creative Commons or send a waiting room. You can transcribe the ChangeThis is supported by the love and letter to Creative Commons, 559 Nathan author’s words onto the sidewalk, or you tender care of 800-CEO-READ. Visit us Abbott Way, Stanford, California 94305, USA. can hand out copies to everyone you at 800-CEO-READ or at our daily blog. meet. You may not alter this manifesto in any way, though, and you may not charge for it. No 61.02 Info 12/12