Leadership Behaviour in Culture Change is Critical
Working with an organization recently on a significant culture change effort, I was reminded of the weighty challenges that culture change can present. This is a large topic, so I want to focus in on what can happen specifically between a leader and their team through change.
Organizational culture is often described as “how things are done around here.” It is deeply embedded in shared values, behaviors, and unwritten rules. Changing culture, therefore, is one of the most complex and sensitive shifts any organization can undertake.
The primary challenges that revealed themselves in this case were:
- Resistance to Change
People naturally resist change, especially when it threatens their sense of identity, stability, or control. Cultural norms often feel personal, and people want to protect themselves, thus making shifts feel risky or even threatening to individuals. - Lack of a Clear Picture of What Is Different
Often times change messaging is high level and “communication” speak, written with marketing polish. In other words, the change message may provide the “why” but be insufficient to clarify exactly what is different in the day-to-day behaviour/practices on a team. - A Leader Struggling to Find Their Way
In this case, I observed a leader operating from a self-protective stance. They were highly experienced and knowledgeable and despite that, may have been uncertain exactly what is needed for the future. While self protection was natural, their defensive response was not fostering productive dialogue with staff. Instead, it was fueling ongoing tension.
What could be done differently?
Reflect and Communicate What is Different Now
Because staff want to know what exactly needs to be done differently, specifically how are they behaving differently in the “new”, leaders need to prioritize reflection. They need to break down the culture change message and ask themselves, what does this mean to my team/department. What behaviours need to shift? What processes or practices may be impacted?
This reflection will be useful to lead a series of ongoing conversations with the team on what this culture change means specifically to them.
As part of those conversations, make sure you ask, not simply tell. Obviously as a leader, I am saying you need to do some initial thinking yourself but make room for the team to contribute. Using good questions like –How might this process look different in the “new” culture? If we are to incorporate more personal accountability, for example, what would that look like? In this way, you can jointly co-create an explicit expression of the culture change on a team/department level.
Involve Staff Early
Ask staff about the change, how it is unfolding and what obstacles they anticipate. Being able to voice their opinions about it – whether popular or unpopular—will be critical to buy in. In addition, you want to create more 1:1 time to allow for discussion of how people feel emotionally through the change, helping staff process emotions by talking through it.
By involving your staff, you will foster ownership and help surface practical barriers and opportunities that you alone may have overlooked.
Recognize What You Need as the Leader
Leading through change requires deep reflection and a high level of self-awareness. Rather than defaulting to defensive behaviors, leaders must be willing to ask themselves: What is coming up for me as I lead through it? How might my anxiety, worry, or fear be showing up in my interactions with the team? Who can support me through this?
It’s important to recognize that leaders are not immune to the impacts of change—they are experiencing it too.
One of a leader’s best friends here may be vulnerability; to show you are human and you may need help. This is a “tall” ask for anyone who is working in a defensive way, but the “gift” here is that something changes in you when you ask for help. People are typically willing to help and you become more accessible for connection.
This is ultimate responsibility of leadership; to consciously manage emotions and lead with intention, transparency, and humility.
Build Feedback Loops
Seeking feedback yourself and providing coaching to your staff is critical as culture change progresses. You will wish you were at the end already. Watch for this. Being willing to stay in dialogue with staff reinforces trust, so doing what you need to stay patient with the team is key.
Culture change is hard. From my recent experience leading a small team, I identify with all of the challenges raised above –and I know the leader at the heart of the story above will succeed. With self reflection, clarity, humanity, and commitment to communication, culture change is achievable. Done well, culture change will deepen the organization’s purpose, impact and capacity to thrive in complexity.
Kwela provides expertise to help organizations tackle change as well as to help leaders employ best practices to envision a future and execute change. Connect with us, even if to talk your way through it.
Joanne Spalton, Partner
joannes@kwelaleadership.com
