leading culture in engineering organisations
DESCRIPTION
Often companies with a strong technical and engineering background find that it is those very strengths that can impede cultural change.TRANSCRIPT
Leading CultureIn
Engineering Organisations
Often companies with a strong technical and engineering background find that it is those very strengths that can impede cultural change if not addressed properly from the start. Jerome Parisse-Brassens, Australasian leader of global culture change agency Walking the Talk, says culture can actually be defined as the pattern of behaviours that have been built over time and have become the norm in an organisation.
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“This pattern is constantly reinforced by systems, processes, symbols, and leadership,” Parisse-Brassens said.
Perfectionism is one of the first challenges. Although it drives technical excellence, it can also impede progress by driving individuals to lose sight of the big picture.
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In engineering organisations, employees often get promoted based on their technical capabilities. This creates an organisation that is led by predominantly highly technical, analytical and data driven staff. “While this drives many companies to achieve target and successfully implement highly complex projects, it can also turn into a problem when the lack of management and leadership skills prevents high performance,” Parisse-Brassens said.
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Emotional IntelligenceContribute To Innovative Ideas
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Another challenge, he said, involves emotions often being suppressed or not properly managed in engineering companies. High IQs contribute to innovative and challenging ideas but a low level of EQ (emotional intelligence) can prevent those ideas from being fully utilised, for example by avoiding constructive conflict. This type of conflict is necessary to challenge thinking, manage risks, and create alignment.
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Last, a greater emphasis on systems and processes ahead of behaviours and symbols is a classic feature of Engineering Australia organisations with a strong technical and engineering background.
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“When trying to influence or change their corporate culture, they prefer developing systems, implement new processes and create tools, rather than work on the value and belief system that underpins the way people behave in the organisation,” Parisse-Brassens said.
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This, coupled with a focus on perfectionism, high technical skills and IQs will ultimately lead to low morale, decreases in agility and an inability to achieve high performance, according to Parisse-Brassens.
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Develop a systematic approach to culture. Follow a well developed, phased approach to help staff embrace the change and become comfortable with the whole project. With clear tools and methodology, people with a technical mindset such as engineers will perceive culture change as a rational, disciplined approach they can work with.
Place high value on people skills and keep developing them. Visible emphasis on people leadership, personal development and performance management is key to creating an environment in which staff are cared for and feel valued.
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Focus on behaviours and symbols rather than just systems and processes. Behavioural change programs, communication of expected standards of behaviours and leadership development are useful tools that should be used alongside development of processes and systems.
“Culture isn’t as hard as most leaders of engineering organisations think. It is a key success factor in minimising corporate risk and achieving success,” Parisse-Brassens said.
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