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Creating a Culture of Change by Jerry Pico - Coggle Diagram
Creating a Culture of Change by Jerry Pico
Change and Culture
Change: The only constant
People's perception of change
Your perception of stress is actually more harmful than the stress itself
Buddhist Tenets on Change
Nothing is permanent
Attempting to avoid pain causes suffering
By letting go and accepting change you create space for something new
Those who embrace change are able to transition the quickest
By changing your beliefs and expectations, change can become effortless and even enjoyable
How culture affects change
One of the biggest challenges with a culture change is the culture itself.
Corporate culture
fixed mindset - value things like high IQs, hierarchy, authority, competitiveness and winning (e.g. Enron)
growth mindset - value things like determination, resilience, questioning, experimentation, open communication and collaboration (e.g. Facebook, Amazon, Netflix, Google) --> adaptive culture
Network Leadership
The importance of learning agility
Learning Agility: The ability and willingness to learn, largely from experimenting and new experiences
Adaptability: Applying learning experiences to challenges that you haven't encountered before
Culture of Change = Learning Agility + Adaptability
VUCA: volatile, unpredictable, complex, ambiguity
70:20:10 Model - experience: from others: training programs
Disruption happens when the market is changing rapidly
A growth mindset can help your business stay relevant and competitive
The power of not knowing
Characteristics of successful leaders - collaborative, courage, empowering, risk tolerant, vulnerable
Build self-awareness by requesting, accepting, and integrating feedback
Developing an expert network
Network leader - Leads and mages by having a strong network across a variety of disciplines
Leaders need to know where to go to get answers to their questions
Using technology as an lever
Social Network: the people around you who know both personally and professionally
Online Social Network e.g. LinkedIn
Build your network
Interacting with your network
Creating a Culture of Change
Involve the right people
Power Centers e.g. CEO's office, CFO's office, IT, Employee groups
Identify power centers
Identify formal and informal leaders
Communicating a cultural change
Clarity- Everyone needs to understand exactly what is being changed and how
Consistency- use the same kind of language when giving updates on the status of changes
Transparency- be transparent about the reasons for the change - the why.
Communication departments - internal / external
Communication plan
Who will you invove?
What will the key messages be?
Who will deliver them?
How will they be communicated
Developing a change mindset
Most people think their beliefs are truism or universal truths.
To change someone's belief, you must provide evidence that beliefs are not truism
How can you challenge fixed mindsets at your organization?
Bring the situation to light
Gather information to show the company's new position
Present the facts to the company's formal and informal leaders
Use internal and external communication channels to detail why the company needs to change
Changing beliefs and behaviors
People do what they are incentivized to work
Leaders need to model the behaviors they want to see in the organization
Staying Agile
Curiosity is key
The fear of losing what we have can outweigh our desire to change
Curiosity helps you explore, grow, and maintain a growth mindset
"How could we do that?"" What if we..."
The exploration cycle
What makes a company successful?
Curiosity, Experimentation, Failure, Persistence
Visionary leaders encourage employees to experiment, take risks, fail, learn and improve
Leaders should model behaviors like experimentation and risk taking
Aligning incentives to achieve results
What behaviors will support your culture change?
Desired behavior: Questioning
Set the team up for success -
provide key tools and resources
provide concrete examples of success
Changing behaviors
Create incentives to support the change
Publicly celebrate successes and failures
Staying the course of change
A business strategy lays out the roadmap for where you want to go
A challenge for maintaining a new culture is having a short-sighted strategy.
When faced with short-term challenges, many companies abandon their strategy and become reactive
You must have a long -term strategy and the culture to support it