Download - Culture Transformation Brochure
CULTURE TRANSFORMATION
AN EXECUTIVE VIEW BY PHIL GELDART
CEO, EAGLE’S FLIGHT
ABOUT EAGLE’S FLIGHT
WHAT WE DO
Eagle’s Flight is an innovative leader in the development and delivery of practical training programs
for the global business community. Through the use of experiential learning, we assist organizations
of all sizes in gaining a competitive edge by significantly strengthening their workforce.
Our offering of training programs includes team and training experiences as well as leadership
development and learning, all supported by our significant expertise in optimizing relevance and
impact. Within each of these business segments, our point of difference remains the same – a focus
on results, driven by our unique experiential approach and brought to life by our dynamic people.
Globally, our programs are offered in more than 25 languages and represented by international
licensees in over 45 countries. Our worldwide team is consistently rated as exceeding client
expectations, delivering more than 200 programs per month to groups ranging in size from
10 to over 2,000 participants. Our global structure also enables us to work with large multinational
companies to provide them with consistent training messages and methods around the world.
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Culture Transformation An Executive View, by Phil Geldart, CEO, Eagle’s Flight
Powerful, Yet Difficult
Culture Transformation is powerful once achieved, and yet difficult to achieve.
It’s powerful because, if done effectively, it results in the whole organization being
aligned around a common direction, with a common language, and clearly defined
standards. As a result, much of the typical waste evaporates. There is less wasted effort
and energy, fewer wasted resources, and far fewer wasted opportunities.
It’s difficult to achieve for two distinct reasons. Firstly, it must be leader led, and reflect
organizational will to stay the course until the transformation is achieved. Secondly,
once under way successfully there is a natural human tendency towards “chasing the next
fat rabbit.” As a result the required effort is not sustained long enough for the Culture
Transformation to take root, and bear fruit.
The Difference Between Culture, Mission and Values
Organizations begin with a Mission, or Vision. These terms are often used
interchangeably, which is fine. Essentially the mission, or vision, states the organization's
reason for being. It is a summary which clearly captures the "charter" under which the
leadership of the company operates; it's a statement of the "why" the organization exists.
The culture of a company is how the organization brings that mission to life.
Culture is the sum total of all the behaviors of the individuals working within that
organization. It reflects how they solve problems, how they interact with each other, and
how they simply get things done. The operative word here is "how". A culture defines
what I'd feel if I joined that organization and had to work there. The things people do (the
"how's") create in me a sense of "how I feel things are done here".
Culture is sometimes easy to articulate ("here everyone works long hours"), and
sometimes not so easy ("here we just seem to rely a lot on one another"). Either way,
those working in that environment get a "feel" for how things are done. They may like it,
or not; but either way, they are clear on what it is, and can describe it in some fashion.
Values, on the other hand, often provide the basis on which a culture is built. The "value"
of "everyone is important" drives an empowering culture. The "value" of "trust
experienced leadership above all" drives a more hierarchical culture. The "value" of
"integrity" will drive an accountable culture; the value of "respect for individuals' worth"
will drive a culture of greater freedom of action.
Clearly an organization's culture is far more complex than just one or two principles,
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driven by one or two values. Rather it is the sum total of many factors, all in varying
degrees. The key thing, though, is to distinguish between mission, culture and values.
They are different, but mutually dependent, and yet all facets of an organization's
identity,
Mission sets the direction, culture describes how the mission is achieved, and values
define what that culture will be.
When the focus becomes the transformation of a culture, it's important to consider each
of these aspects of the organization, and the relative weight of each; and then from that
perspective determine how best, and what, to alter in order to ensure the newly
transformed culture is what's wanted, sustainable, and carrying no unforeseen
consequences.
The Hourglass Analogy
Every organization has a culture. Sometimes it’s well defined, promoted, and celebrated.
Sometimes it has just evolved, unintentionally, over time; and sometimes it’s the result of
an amalgamation of several different cultures.
Whatever the situation, a “Culture Transformation” begins with something. It is
transforming from one culture to another; or it may only be transforming a small
component of a larger culture.
For example, an organization may have a strong culture in every area except “customer
service.” They wish to keep the current culture, but transform around customer
centricity. In this case the “transformation” is not of the entire culture, but only of one
aspect. Regardless, to transform is to move from one set of behaviors, to another.
This is like an initially stable hourglass, with each grain of sand nestled peacefully in the
bottom half of the hourglass. A Culture Transformation turns the hourglass upside down,
and the sand must react. Employees affected by a Culture Transformation are like those
grains of sand.
Some – the early adopters – move quickly to the bottom, embrace the change, and move
on; others cling to the sides, much slower to move, but ultimately get there. Lastly,
some, usually those who feel the transformation affects them least – they’re further away
from it – are the last to participate.
A successful Culture Transformation seeks to widen the neck of the hourglass as quickly
as possible and to as large a degree as possible.
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The 3 Non-Negotiables of Culture Transformation
1. Executive Leadership must be seen to be leading it
2. A clear line of sight to the foreseen benefit must remain top of mind.
3. What to stop, start, and continue doing, must be clear for everyone at the
individual level.
The 3 Pitfalls to avoid when Implementing a Culture Transformation
1. It being seen as a “program” rather than a “DNA exchange” will cause it to fail.
2. Failing to include everyone, including unions if they exist, will send the message that it’s
only temporary, and not here to stay.
3. Lacking the will to stay the course, and keeping it a priority, until the
transformation is complete, will not give it time to truly take root, and so not be
truly permanent.
Guaranteeing Success
Consequently, for a Culture Transformation to achieve optimal success a number of
components are crucial.
1. Leadership by Example
This leadership must occur at every level, from the front line to the corner office.
The nature of this leadership must be such that all employees can confidently say
their own leaders are walking the talk of the new culture, are there to coach and
help, and demonstrate that the behaviors of the new culture are not optional.
2. Clarity on Behavior
It’s one thing to know what the new culture looks like, but it’s quite another to
know, in very practical terms, how it should affect day to day priorities,
decisions, and relationships. This needs to be clearly spelled out for each
function, and then supported by line management.
3. Capture Hearts as well as Minds and Skills
People learn by doing. People engage when vision is caught, not just taught.
People move best when there is a desire, or passion, to change; only then do they
truly look to embrace the facts or the skills of the new way.
Consequently, each Culture Transformation must include as a component an
approach that engages people’s hearts, not just their will. Done well, this ensures
the transformation will in fact occur, then be sustained in the near term, and
ultimately retained over the long term.
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4. An Experienced Partner
Given the many components affecting a successful Culture Transformation,
and the need to do so within the additional priorities of day to day urgencies, an
Experienced Partner can be very helpful.
This Partner is typically an organization who’s successfully partnered numerous
times with other organizations, and who can bring the necessary disciplines to
bear. Included in this must be the methodology to capture hearts, the skill to
engage the intellect, and the tools to teach the new behaviors…and clarity to do
this through company leaders, already busy.
20 frequently asked Questions…and the Answers
1. Q: How long does it take?
A: Two to four years. Two years if it’s a transformation within a culture (e.g.
Innovation); four if it’s organizational (e.g. Accountability and Compliance).
2. Q: What does it cost?
A: Hard costs: usually an average of $2 million, depending on population size,
geography, and what needs to be changed. Soft costs: an average of ½ day per
month per employee.
3. Q: Should we be in a hurry?
A: No. It takes time to change behavior, which is what a culture transformation
requires. New skills (e.g. process improvement) can be learned quickly, but
behavior change is much longer because it needs to be applied effectively in
many different situations before it becomes the norm.
4. Q: How much of this should be led by senior people?
A: Without senior people being seen front and center, clearly owning the
transformation, it will not take hold. Within a division, it must be the leader
of that division, within a company, the leader of the company and the
executive team.
5. Q: How involved should HR be?
A: HR can coordinate, interface with an outside expert like Eagle’s Flight
brought in to help, and take a pivotal “back room” role, but must not be seen
to lead it. It must be led by line management.
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6. Q: How fast will it take effect?
A: The first results are usually seen within two to four months of launch, if done
properly. There are always the “early adopters". From there, the rest of the
population will come on board, so at the end of one year some good
momentum should be seen.
7. Q: What do I do with people who don’t buy into it?
A: Give them time. Not everyone learns, adapts, or applies at the same pace. If,
after 18 months or so they still show clear resistance (vs. just a slow “get it”
factor) they should be asked to leave. They need to find an organization with
a culture they can fully support.
8. Q: Do I tie it to compensation and performance appraisal?
A: Some aspects of culture transformation will have either discrete measurable,
or assessable, components (e.g. enhanced leadership competencies). These
could, and should be linked to performance management. Similarly the
recruitment and succession planning decisions should reflect the behaviors
expected from the culture transformation.
9. Q: Should I involve customers? Suppliers?
A: Absolutely. They will be affected (presumably positively!) by it, and would
probably greatly appreciate being included. By so doing, they may also be
able to contribute to its success, as well as gain some valuable insights for
their own organization.
10. Q: How does it impact new hires and the onboarding process?
A: For new hires, this is not a “culture transformation”, but the “cultural reality”.
The more clearly they can understand the desired behavior, the faster they will
model and demonstrate it. They can often add immediately and effectively to
the group that “get it”.
11. Q: Who measures the impact?
A: The culture transformation should ultimately improve shareholder value, either
directly (e.g. focus on safety) or indirectly (e.g. focus on customers). As such
that portion is measured by the CFO. The more behavior focused aspects
should be measured by HR.
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12. Q: Should I measure the impact?
A: Without doubt the impact of the culture transformation efforts should be
measured. Doing so provides a yardstick to track progress, creates a winning
spirit as progress is made, and provides an excellent basis for a Recognition
program.
13. Q: What relative priority should it receive?
A: Any activity or initiative must be prioritized based on the impact that will be
felt once it’s completed. Culture transformation is judged the same way – the
priority it receives should be directly proportional to the foreseen impact an
effective transformation will have on the business.
14. Q: Should everyone be involved?
A: A company, or division, culture is the sum total of behaviors demonstrated by
the individuals within that organization. If true culture transformation is to
occur then every single individual must be included, involved, and expected to
learn, and then grow into the new cultural norm.
15. Q: Does the CEO have to buy in?
A: The CEO as the leader of the company should be clearly seen to be a
champion of this transformation, if it’s company-wide; and strongly
supportive if it’s divisional. The body follows the head, so if the “head” has
not fully “bought in” this will become apparent, and significantly weaken any
transformation efforts.
16. Q: Is it worth doing?
A: If the outcome (e.g. dramatically improved customer centricity) is crucial to a
corporate strategic priority, it’s very definitely worth doing. This foreseen
impact must be kept top of mind, as the effort required for true culture
transformation is substantial, and often demanding over a considerable period
of time.
17. Q: When is the best time to start?
A: As soon as the need is recognized, the first steps should be undertaken. It’s
often felt that something else “needs to be finished, or done, before we begin”.
There is never an “easy” time to start, and since it’s a cultural shift being
made, it will positively influence any ongoing initiatives, so the earlier that
benefit is realized, the better.
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18. Q: Is there a finish line?
A: Absolutely. Once the transformation has occurred (2-4 years), then it’s done,
and the new culture is in place. The true test of any transformation is “Will
the new behaviors remain after the senior champions of the transformation
have moved on?” If yes, then the finish line has been crossed.
19. Q: Will it be painful?
A: If done right, any culture transformation will be embraced by the vast
majority of employees. It will lead to a more fulfilling work environment, and
improved shareholder value. Change is always challenging, but need not be
“painful” if done properly. It should be rewarding.
20. Q: Will everybody ultimately get here?
A: There is typically a very small number who will not ever get there, for various
reasons. They should be encouraged to leave to find a culture which matches
their needs. However, the rest will, ultimately, get there. Like a just turned
hourglass – some grains of sand will fall sooner than others; but eventually it
all slides down.
A quick “Quiz,” and my Suggested Answers
1. In your opinion, whose role is most important in an enterprise wide culture
transformation initiative?
1. CEO and Executive Team…The body follows the head.
2. Senior Management immediately below Executive level
3. Middle Management
4. Front Line Leaders
2. In your opinion, who has the greatest influence in the culture transformation
initiative?
1. CEO and Executive Team
2. Senior Management immediately below Executive level
3. Middle Management
4. Front Line Leaders…To the majority of employees this is the level
where leadership in action is really seen.
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3. As the culture transformation begins to be implemented, regular “pulse checks”
on progress are important. Whose input on progress is most important?
1. Customers
2. Employee Population…Each individual contributes to a
company’s culture so the combined impact and attitude of that
group determines what the culture really is. “Customers” is often
a frequent response, but actually customers are the beneficiaries
of a culture, rather than the authors.
3. Shareholders
4. Executive Management
5. Company Leaders
4. Which aspect of the culture transformation communication package is most
crucial to get right?
1. What it means to each person
2. What’s coming next
3. Why we’re doing this…Personal conviction is the most powerful
influence on behaviors change; so the “why” is more important
that the “what”.
4. Progress made along the journey
5. Which component to implementing a sustained culture transformation do you feel
is the most essential?
1. Top down leadership, consistently demonstrated
2. Widespread training showing what to stop, start, and continue
doing
3. Equipping all line managers with the skills to lead the
transformation at every level
4. Gaining and maintaining employee conviction for the foreseen
benefit of a successful transformation…All of these are important
but this level of conviction will ensure the transformation
remains for years to come.
5. A measurement and communication strategy that shares progress
and celebrates success
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A Summary of the Top 10 Specific Steps Required for Successful Culture
Transformation
1. Engage Executive Management
2. Involve every line manager
3. Monitor progress frequently
4. Regularly reinforce the anticipated benefit
5. Provide specific training on what to stop, start, and continue
6. Build conviction, no just skill and knowledge, around the transformation
7. Celebrate success
8. Maintain the focus and intensity for 2 to 3 years
9. Include every employee, including any unionized groups
10. Ensure HR practices are integrated and aligned
The Result
A Culture Transformation carefully thought out, with a clear goal or vision in
mind, and one that accelerates performance, not disrupt it, can bring great value to
the organization. However, it takes time. Usually a Culture Transformation is a
two to four year process, depending on the desired outcome.
Hence, patience, organizational will, clarity, and an experienced partner all need
to be in place before beginning. If done well a Culture Transformation can
harness corporate energy, individuals’ desire to help, and existing leadership
strength; and then leverage these to accelerate organizational performance, and
customer benefit.
™ and © Eagle’s Flight Creative Training Excellence Inc. Not to be copied without written permission. 1013
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