“Improvement at the group level begins with improvement at the individual level”
And so are you! When it comes to changing or impacting an organisation’s culture, I am always surprised when someone says – “What can I possibly do? I can’t really make a difference. I’m just one person.” The next couple of blogs will provide suggestions on what you can do to improve your work culture at any level of an organisation. In this blog we cover the role of Leaders.
An organisation’s culture is actually just the collective sum of how people interact and engage with each other in order to achieve what needs to get done. In a highly effective and successful organisation I agree with Zappo’s CEO, Tony Hsieh’s view that “culture is simply being true to your values”. Dr Stephen Lundin, co-author of FISH! Sticks calls these “vision moments” – when individual employees live the values to ultimately help achieve the organisation’s vision.
I had a very insightful conversation with a potential new client regarding their role in changing their company’s culture and where to possibly start the journey which is when my response was “ultimately it starts with you”.
In my experience and what I’ve observed over time is that the transformation of organisational cultures is most successful and I would even go so far as to say only occurs through the collective individual transformation of its Leader (CEO) and his/her team. In any organisation, culture change is an outcome of the collective change of key leaders at the top. When they embark on their own personal journey it is a domino effect that will transform the culture over time.
Hence the quote for this blog: “Improvement at the group level begins with improvement at the individual level”
So in this blog I’ve highlighted what I believe Leaders in organisations can do to make a difference on an individual level? I’ve aligned my suggestion list with the outcomes I try and help Leaders achieve when they embark on my leadership development program. The four key areas of outcomes are divided between task orientation and people orientation. In this blog I’ll cover the task oriented action around “Direction & Plans” and “Innovation & Change”.
Direction & Plans:
The establishment of a path to step onto that is clear, realistic and achievable is paramount to employee’s believing that they can make a difference in an organisation. Those who have previously participated in the leadership development program continually raised “Direction & Plans” as the key issue that needed to be focused on to ensure that everyone nderstands their individual contribution to the bigger picture (the Vision!) If people are clear about what is required, they can focus their energy on the right things, increasing the impact they have on the success of the organisation.
So what can you do as a Leader to set direction and establish associated plans?
1. Set the Vision & Goals
- In order to build achievement you need to ensure that each individual in the organisation clearly understands their role and the associated tasks and behavioural expectations. Ensure that their goals have a clear link to the bigger picture and that they understand this link and how they make a difference.
2. Manage performance
- You will need to step up and manage those who are not meeting expectations in order for your organisation and team to move forward. It is not fair for those who are performing to carry those who are not. This is about drawing a line in the sand where it is clear that non-performance (both in task and behaviour) is not effective, not aligned with the Vision and therefore not acceptable.
3. Monitor progress and give feedback
- Regular follow up and monitoring of established goals and expectations will ensure that everyone is working off the same page. The review and discussion of achievement against these goals at salary review time will then be seen as fair by employees because it is a standar form of communication between you as a Leader and your employees.
- Provide feedback on individual and team progress and communicate this through updated team plans.
4. Use time wisely
- Ensure that meetings have a purpose and an agenda that will lead to outcomes. Don’t have meetings for the sake of having meetings. Ensure that all relevant parties are invited to have buy in and commitment to the outcomes achieved.
- Focus on solutions to issues rather than get stuck on revisiting the issues.
- Be respectful of others priorities and time constraints, at a minimum be punctual.
5. Induct new starters
- Expectations and direction for new employees regardless of their position in the organisation needs to be set right from the beginning. This applies to those joining the organisation or moving into your team through an internal promotion or transfer. It is your role to outline clear goals and responsibilities prior to the completion of their probationary period and beyond. This will either set up a new employee for success or provide them with a road to resignation or complacency.
Innovation & Change
Innovation and a yearning, acceptance of change are results of a high level of enjoyment and satisfaction from being part of a team or an organisation. It is this high level of satisfaction which often results in dedication and loyalty to an organisation as well as exceptional results that are unique and beyond expectations.
1. Ensure you understand the primary motivation and satisfaction drivers of your staff
- Staff attrition is a huge cost to the organisation and your emphasis needs to be on retaining key individuals and the recruitment of appropriate people. Make sure you invest time and effort in the recruitment process so that you recruit the right person first time in terms of skill and cultural fit – ultimately aligning individuals to organisational values.
2. Recognition and Reward
- Be conscious of the need to acknowledge others and say thank you in recognition of how hard people are working.
- Celebrate success and achievement whenever you can.
- Allow your team or indvidiuals to sit in the moment of achievement before moving onto the next challenge.
- Utilise what is available in your organisation as part of reward and recognition to acknowledge your employee’s contribution
3. Be a role model
- Role model the values of the organisation and build them into how you manage your employees on a day to day basis.
- Role model appropriate behaviour in relation to harassment, discrimination and bullying and manage any inappropriate behaviour in a swift manner in conjunction with the company’s policy and procedures.
4. Build on strengths
- Use constructive, positive language about others and the business overall. This is not about wearing rose coloured glasses but blaming and pointing the finger doesn’t help solve issues. Aim to resolve and be a part of the solution.
- Use the strengths of your employees to contribute to the achievement of your team’s goals and the organisation’s vision.
- Utilise the unique strengths of individuals in your team to help come up with innovative solutions to problems.
I hope these suggestions help. I think you can see they are practical, simple and powerful. In the next blog I’ll provide suggestions around the People Oriented outcomes.
Leave your comments, quotes or insights below as I’d love to hear from you.
Until next time, I continue to try and make a difference through the individuals I work with!
Janine
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