The conversation about a company’s culture, and the effects on productivity, satisfaction and overall success, is a widely popular one. In this Employment Notebook podcast , Chris Cancialosi talks with Tim Muma about strategies for changing that culture from within, instead of waiting for management to make adjustments. As Chris notes: “everyone has the capability to improve a company’s culture from the inside.”
In any corporation, big changes are bound to happen — including the loss of leadership. To avoid chaos, you need to have a backup plan. Take Target, for example. The corporation continues to flounder with the departure of its CEO amidst a massive customer data breach and lackluster performance in Canada. Until a new leader is appointed, current Target executives are attempting to navigate the situation, but this plan (or lack thereof) will undoubtedly make it harder to drive focus and alignment across the organization.
In this latest LinkedIn article, Chris discusses the lessons you can learn from Target’s CEO stepping down and why it’s so important to have a succession plan.
I’ve worked in the OD field for long enough to know the true value of training. There are specific skills that must be demonstrated to succeed in any type of job, and more often than not employees need to be taught these skills. Sometimes they are technical in nature – think particular software training or “how to” sessions – and other times they are in the more nebulous realm of “professional development,” which includes leadership development. Although training can be invaluable, it is not the fix-all that it is sometimes mistaken to be, especially if not provided effectively. How do you provide the most valuable training possible? The checklist below can help:
Know if it’s a training issue – It is not unlikely for problems that occur within an organization to masquerade as training issues. It’s always easy to say “let’s give them training” and expect it to solve whatever issue is at hand, but sometimes there is more going on in a system than is acknowledged. In order to determine whether training is the right solution, a thorough needs assessment should be given. If training does turn out to be a necessity, the needs assessment will help to ensure the right skills are targeted.
Know when to walk away – As members of the consulting community, we have a responsibility to serve our clients to the best of our abilities, which means being honest about our findings even if the results are not ideal for us from a next-steps perspective (for example if a needs assessment yields that training isn’t the right solution). If you do not acknowledge the cultural realities that may be facing an organization, you could develop the best training in the world and still meet failure. If you sense that this is the case and you’re unable to help affect change at the system-wide level, you’re doing your client a disservice and should reconsider your value-add.
Know what you’re contending with – It is important to be holistic in your approach; be thoughtful about all that’s going on in the organization, what other initiatives a new training could potentially contend with, how people are held accountable, what people’s experiences have been with regard to training in the past, etc. Very often there is a lot that’s going on in an organizational that, if addressed, would solve the perceived “issue”. By being mindful in your assessment of the organization’s culture up front, you’ll be able to determine whether or not it will serve to support or block any new training initiatives that are rolled out.
Know what you’re impacting – While we know that not all training is effective, the only way that we know for sure if a given training initiative is having the intended impact is to measure results based on agreed-upon metrics laid out up front. By developing a robust measurement plan that holds the training accountable, you are much more likely to consider what design elements and content must be incorporated into the program to have the desired effect.
While I’d agree that training absolutely has its place in organizations, the system in which the training lives is paramount. In order for training to be the right solution, it is critically important that it be designed responsibility, and in concert with the organization’s existing realities.
When the weather gets warmer, we instinctively shove our hats and gloves into the back of the closet and pull out our sandals. The obvious change in weather or climate is easily felt and clues us in to the reality that the objects we might have needed last week or last month are not going to serve us well today or next month.
Organizational climates evolve in the same way that the weather does, yet we often continue to do the same processes that we did before. We can all think of that mandatory in-person meeting/conference that started back when so and so was in charge but is no longer an effective use of time. Or what about certain policies around working remotely that don’t reflect the current technology at the organization?
These relics from a different climate or season are often continued because no one has noticed that the meeting or policy etc. is no longer serving the organization. Or if it is noticed, those individuals trying to be agents for change often find themselves facing resistance. It is because that meeting or policy is embedded in the organization’s culture, or as we call it, a part of “the way we do things around here.” Changing a culture is hard, yet if we can understand the resistance to the change, it is possible to create opportunities for change. First, however, it is imperative to understand what is working about the meeting or the thing we’re trying to change and where the resistance to that change is coming from.
For example, in the case of trying to cancel an in-person meeting or conference where employees are resistant because they enjoy and feel appreciation through the free food/lodging provided during the meeting, one solution could be to give employees a stipend to buy their own food and/or a vacation bonus and then attend remotely. This continues what’s working (free food/lodging and appreciation) while saving the organization travel time and costs for holding an onsite meeting. Or if people enjoy seeing each other face-to-face but the meeting is not deemed a good use of time perhaps the meeting agenda, leader, frequency or length could be adjusted to increase the likelihood that it is an effective use of everyone’s time.
In short—it’s necessary for your organization to have a level of cultural awareness and a willingness to change when organizational needs are not being achieved and processes could be improved. Just like we wouldn’t want to be caught wearing our snow boots in July, we shouldn’t get stuck continuing to do things at the organization because they met the needs of a previous organizational climate.
“Building and leveraging productive partnerships can bring immeasurable value to your business, but it requires careful research, effective communication, and a willingness to compromise.”
In this LinkedIn piece, Chris walks readers through three steps for forming productive and strong strategic partnerships. Read more.
At the core of good leadership is a skill shared by tightrope walkers and jugglers around the world: the balancing act. But in the business world, the tightropes are opposing workplace tensions and the juggling balls are stakeholders.
The trick to mastering this daunting feat? Find a way to manage seemingly opposing dynamic tensions — like stability and flexibility — to foster a clear set of expectations that allows for growth and innovation in an ever-evolving marketplace. In this article, Chris Cancialosi offers insight into how to manage these tensions to achieve an equilibrium that keeps engagement, performance, and productivity high.