Organizational culture is the self-reinforcing web of beliefs, practices, patterns, and behaviors that become \u201cthe way things are done around here.\u201d Leaders\u2019 own conscious and unconscious beliefs drive behaviors, and repeated behaviors become cultural norms.<\/p>\n
That\u2019s why changing a long-established organizational culture is so tough. But when the business landscape radically changes, culture must change, too.<\/p>\n
In an effort to better understand when and how corporate cultures change, CCL and corporate leaders surveyed a group of global VPs and directors in HR, Learning & Development, Leadership, and Talent Management.<\/p>\n
The results were telling. As organizations adapt in the face of change, employees need strong leaders who can clearly communicate the new direction, align the company\u2019s resources, and get commitment from everyone involved.<\/p>\n
Why do companies decide to change their cultures? According to the survey results, the 3 biggest drivers of cultural transformation are:<\/p>\n
Almost half of the respondents point to their CEO\u2019s new business model as a cultural transformation driver. \u201cWhen we work with C-suite executives and with senior teams in our organizational practice, we often hear concerns about the disconnections between the current organizational culture and the needed culture to implement the future-proof strategy,\u201d our Chief Research and Innovation Officer David Altman says.<\/p>\n
As organizations seek to adapt to changing times, senior executives realize they can\u2019t rely on change through simple restructuring and re-engineering. Instead, they need strong corporate cultures that support efficiency, innovation, and agility to navigate the turbulent business landscape.<\/p>\n
And for those corporate cultures to take effect, they need buy-in from employees willing to assume ownership, accountability, and responsibility.<\/p>\n
\u201cWhile developing a future-proof strategy is challenging, it\u2019s even more challenging to build an organization-wide leadership culture that can quickly and effectively implement and adapt the strategy in a rapidly changing business climate,\u201d Altman says.<\/p>\n
\u201cYou potentially have an organization filled with \u2018renters\u2019 who don\u2019t see themselves as responsible for the success of the organization, as opposed to \u2018owners.\u2019 If you have people throughout the organization with an ownership mentality, the odds of success go up dramatically.\u201d <\/strong><\/p>\n \u201cOwners\u201d take responsibility for their team and organization, signaling to colleagues and stakeholders their commitment to working together for transforming the organization<\/a>.<\/p>\n And all it takes to be an owner is to act like one.<\/p>\n One of the biggest challenges blocking culture change is often a general feeling of resistance to organizational change \u2014 a.k.a. \u201cchange fatigue<\/a>.\u201d Similarly, it\u2019s not unusual to see similar resistance from managers, the senior team, and staff, especially when the business climate is changing rapidly and organizations are launching many change efforts in response. It makes sense; change has a cumulative effect, and can drain people’s reserves<\/a>.<\/p>\n Leaders often have their heads down and worry about the changes that are constantly buffeting their organization, but they aren\u2019t conveying it to their employees in a way that would allow them to be more resilient.<\/p>\n The importance and value of leadership training and coaching came out clearly in the survey results. A resounding 81% of respondents rated \u201cleadership coaching and mentoring\u201d as highly-to-somewhat effective in implementing cultural transformation; 84% also rated \u201cleadership and staff training\u201d as highly to-somewhat-effective. The message is clear: Leadership matters most.<\/strong><\/p>\n At CCL, our perspective is that leadership takes direction, alignment, and commitment (DAC)<\/a>.<\/p>\n \u201cWhether you\u2019re in a command-and-control, hierarchical organization or one that is decentralized, if you see evidence of direction, alignment, and commitment, then leadership is happening,\u201d Altman explains.<\/p>\n \u201cWhen you don\u2019t <\/em>have high levels of either of those 3 things, then there\u2019s a leadership gap, and many organizations struggle with that. An organization might have direction and commitment \u2014 everyone knows where they\u2019re going and are pulling together to achieve it \u2014 but the processes and the systems and the way the organization is set up is chaotic.\u201d<\/p>\n In that instance, it doesn\u2019t matter how clear the direction and commitment are, if a lack of alignment is preventing you from getting there.<\/p>\n Cultural transformation is most easily achieved through small, incremental behavioral changes. That\u2019s because bold, audacious goals are often perceived as daunting and unachievable. They can also be viewed as overly simplistic and too broad to guide day-to-day goal achievement behaviors.<\/p>\n For most organizations, this type of gradual change is the norm. When respondents were asked to best describe their cultural transformation initiatives, 57% reported initiatives strengthening, deepening, or refining the organization\u2019s existing culture.<\/p>\n \u201cWhen leaders focus only on large-scale, transformational change, they run the risk of paralyzing people from taking any action,\u201d says Altman. \u201cInstead, if they create opportunities for small wins, in which tangible progress is made day-by-day and month-by-month, the accumulation of such progress ends up being large-scale change.\u201d<\/p>\n Altman uses a military strategy analogy to explain: \u201cAvoid always displaying a frontal assault on transformational change. Consider flanking maneuvers as a way around the obstacles of pushing through transformational change in one fell swoop.\u201d<\/p>\n Breaking down bold goals into component parts, in which the sum of the parts is greater than the whole, can be a more sustainable way to consistently address transformational changes and build accountability and an ownership mentality at your organization.<\/p>\n Build your team\u2019s capacity for ownership, accountability, and responsibility while strengthening and transforming your organization\u2019s culture <\/strong><\/em>with a customized learning journey using our research-backed modules. Available leadership topics<\/a> include Accountability & Leadership<\/a>, Conflict Management, Effective Leadership with DAC, Emotional Intelligence, Leading Through Change & Disruption, Resilience-Building, and more.<\/em><\/strong><\/p>\n","protected":false},"excerpt":{"rendered":" Long-held corporate cultures can be tough to change. Instill an ownership mentality with a focus on accountability to increase your chances for success.<\/p>\n","protected":false},"author":130,"featured_media":50208,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"_oasis_is_in_workflow":0,"_oasis_original":0,"_oasis_task_priority":"","footnotes":"","_links_to":"","_links_to_target":""},"tags":[],"class_list":["post-50207","articles","type-articles","status-publish","has-post-thumbnail","hentry","categories-accountability","categories-leadership-culture","categories-organizational-culture-change","region-global","article-type-leading-effectively-articles"],"acf":[],"yoast_head":"\nBuilding Accountability & Ownership While Leading Through Change<\/h2>\n
Start With Baby Steps to Build Ownership & Accountability at Your Organization<\/h2>\n
Ready to Take the Next Step?<\/h2>\n