Culture change consultants jobs,who wrote the secret garden musical,the secret seven part 3 - Step 2

19.04.2014
While I agree that culture change is more important than a business strategy, I also believe that culture change must be a business strategy. In my view, it needs to be the driving force for any and all business strategies, specifically for social business initiatives. I would also argue that most of the other reasons suggested above all revolve around the cultural norms, behaviors and values that live behind the firewall. Executives defined social engagement today as online listening (28%), blogging (24%) and building relationships with online influencers (21%).  But the top performers have a different view – they will be more focused on ideas and action in the next two years. I’ve gotten into many a tangled argument as people say that you never know who knows who in the online world, so engaging with everyone is great. Great post, love your content you really make sure that you have relevant post and the graphic presentation are very good! Joey, I would argue that yes you may have a hiring problem, but possibly and most likely you have a leadership problem.
I’m a large advocate for a change in management mindset leading companies towards being social businesses, so I thoroughly agree.
By what happened at GM, do you mean what happened with Chrysler regarding the motor city profanity Tweet?
Can you adequately plan for the impact of attaining the culture changes you’re trying to achieve?
The CLEMMER Group uses a relatively simple but effective model to work through the steps that help organizations get the results they need. It’s more and more common for organizations to have a clear, short, and meaningful statement of mission, vision and values. Although mission and vision are important aspects of what an organization stands for, it’s the values which actually describe to your people the culture throughout the organization. Can people see evidence in daily behaviours and decisions made by the organization – through its policies and practices or through its leaders interactions. Essentially, we look for how aware people are of an organizations values, and what the true meaning or perceived importance of those values are. A significant part of creating the culture you desire comes from the experiences people have with core business practices.
In the scenarios listed above, how would teamwork actually be considered a value people can see and experience? There should be a direct link with the core business practices that go towards supporting the values of the organization. Only after people see business practices and leadership behavior supporting an organization’s values, can we expect employees to reflect those values in their own work. The desired employee behaviors are again linked directly to the values of the organization. Finally, the continuous improvement step considers how the organization plans, refreshes, and invigorates. During Step Five we assess the overall results and then link them back to Step One to determine whether they meet what was intended in the desired culture. This is a high level overview of the steps for changing a culture around your mission and particularly your values.
Jim’s practical eNewsletter provides a wide range of leadership inspiration, instruction, ideas, and insights each month.
A real world example: A nonprofit organization made a major investment and aligned their strategy around a program to increase engagement by providing incentives to volunteers. Culture consists of the thoughts, beliefs, assumptions, attitudes, and world-views that inform our decisions and actions.


Elements of culture can be categorized as either visible or invisible (to both insiders and outsiders alike).
When embarking on change where culture will have a significant impact, consider working with someone who can help you understand the invisible elements of your culture and how they are going to impact your change. Careers at EvansIt’s not just about technical skills and experience, we look for individuals who share our values and our commitment to human-centered change. Not sure who coined the term but I first heard it from Sandy Carter, VP of Social Business from IBM last year.
When something needs fixed, changed or persuaded, many times it helps to start at the foundation of the business – organizational behavior (culture).
Two-thirds of the organizations  achieving the highest returns reported that their C-suites are active advocates– that is, they commit to social engagement as a strategy and they reallocate resources to make it happen. Big-return companies crowdsource new products (57%), or let customers participate in developing ideas — they are predicting a significant portion of new products will be derived from social engagement insights.
Companies can no longer afford to think of their organization as distinct from the environment in which it dwells.
One one hand, we are all influencers, meaning we are influencing our micro-communities’ purchase decisions (and non purchase decisions) everyday via organic conversations. I also think that with the correct mindset in management and hiring practices upfront, that systems and written, trained and understood guidelines can be an effective way to get everyone communicating and on the same page. We focus on the impact of leaders because they, more than anyone, are responsible for the culture that exists throughout an organization. We quite often hear people in organizations have difficulty believing in or seeing the values expressed in everyday worklife.
Are values talked about and displayed in a way that gives meaning while promoting how employees can express them everyday?
Does the organization take the time to promote how living the mission and values will make a difference to everyone in the organization? For instance, if the organization values teamwork, what business practices can people experience or rely on that would give them the on-going belief that teamwork is important? Are there clear business practices your organization has in place to support what it SAYS it stands for? However, through an awareness evaluation we conducted, it was found that the way they talked about customers demonstrated little respect for them.
Ask yourself how you see business practices supporting your values through highly visible, highly impactful business practices. However, we find most organizations don’t let their leaders know how their behavior contributes to bringing values to life throughout the organization.
Most organizations ask their people to be part of living the values before there is enough evidence for them to believe that it is truly important.
There can be different job competencies throughout a company, but the core behaviors linked to the values are common for everyone – leaders included. We go from step five back to step one and ask critical questions whether the results are what they expected in relation to their mission and values.
The next article will explore in more depth step two with a case study of the types of business practices that support the values of an organization. The plan seemed logical and even cutting edge in the design but the organization was not getting the results the CEO wanted.
If change agents fail to recognize and anticipate how well leaders are willing to accept a change in the organizations culture then the whole process will take much longer. If people in an organization don’t see declared values in action then the whole process has really become little more than an interesting bureaucratic paper exercise.


Has a link been drawn to how each individual can support and fulfill the intent of the organization’s values? It’s quite simple to look at each of the values in your organization and see for yourself whether your team, and others in the organization, are supporting them. For each of your organizations values, ask yourself what behaviors leaders need to show on a daily basis for people to feel they are living up to what the organization stands for? Making the behaviors of leaders connect to an organizations values emphasizes what is truly important for building a desired culture.
We find it’s quite easy to engage people in conversations about desired behaviors for building a culture once they see business practices and leadership behavior that also connects to the values we are talking about.
Does your organization measure the right behaviors for the culture, based on the values it espouses? From this input we then start again from step one to determine how to build a better plan and create more awareness and success around attaining what you say you stand for. One factor at play was that this new program conflicted with beliefs of some staff members that volunteerism should be intrinsically meaningful, not something to be done in exchange of a reward.
Technology is imperative and will help facilitate collaboration; but it’s behavior change that is the foundation for adoption.
We challenged this particular Client to develop core business practices related to the customer that were highly visibility and involved people throughout the organization. So, if teamwork is a value and communication is one element of developing teamwork, consider the behaviors needed from leaders on a daily basis to build communication that fosters teamwork.
Even so, organizations may spend a lot of time considering what they stand for, but don’t usually achieve the momentum to use those statements to drive change throughout their culture. Since they were in the third party distribution business, one business practice they were able to develop was to link their shippers and the customer’s receivers to ensure the quality of the load, accuracy, and also get input for improvements. We typically see 10 to 15 leadership actions or behaviors that are essential to living the values. For now, ask yourself what you believe are essential behaviors to see from all employees that would demonstrate the current values of your organization?
Along with reporting back to the entire distribution center, the shipping team developed a visit program with customer receivers. Once that’s done, consider whether you consistently see those behaviors in your department?
Of course you should have a framework and some basic rules of engagement, but these should not be the focus. Of course they did customer surveying as part of their business practices, but more importantly, they made sure the direct link with the customer was understood and felt at the front-line with their shipping team and throughout the distribution center. It’s important to remember that if you do not see these behaviours in action consistently, you may need to go back and work on step 2 and 3 before you see results.
They developed other business practices related to the customer value but their first activities became part of the front-line team and built a lot more accountability, and in the end, respect for their customer.
We just want to show the link between leader behaviors with the values and that the desired culture is connected to what people observe in their leaders.



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