Managing Culture Change
Article | Accountability Insights
Either you will manage your culture, or it will manage you.
You’ve heard this before from us, but it warrants frequent reminding. A recent global survey of successful organizational transformations examined the key variables relating to the culture change process. Leaders who had participated in large-scale, enterprise-wide organizational changes were surveyed worldwide to identify the approaches to organizational change they considered most relevant and successful in transforming their organizations.
Interestingly, responses from the surveyed leaders corresponded precisely with what we call C2 Best Practices in our new book Change the Culture, Change the Game. Here’s the model in brief:
C2, refers to the new organizational culture needed to bring about the desired change in terms of new results while C1 refers to the existing organizational culture. Listed below are a few of the more compelling C2 Best Practices:
| • | Identifying R2 Key Results (R2 refers to the new desired results you are accountable to deliver) and the case for change | |
| • | Defining the C1 to C2 cultural shifts in the way people think and act that are needed in order to achieve R2 | |
| • | Enrolling the entire organization in the change to C2 to achieve R2 | |
| • | Integrating the Case for Change and C2 Best Practices into regular held meetings and existing organizational systems | |
| • | Creating alignment by nurturing early adopters and developing C2 Leadership Proficiency in the senior team | |
| • | Applying Focused Feedback® and Focused Recognition for everyone throughout the entire organization |
Over the past two decades, we have experienced the strategic power of these C2 Best Practices while working with clients to help them achieve game changing results. One example is BREG, Inc., a leading innovator of high-value differentiated sports medicine solutions for non-surgical healing and pain relief. Click here to see and hear what CEO Brad Mason has to say about implementing the Culture of Accountability process at BREG, Inc.
As described by Brad Mason, applying the Culture of Accountability process in his company was the single most important business decision of his career. Why? Because it produced such dramatic, long lasting results. After implementing the Culture of Accountability process, BREG grew at three times the industry rate, became highly profitable, produced record quality for the industry, and created a work environment fueled by open communication and common purpose. Results are always the key determiner of success. If you’re going to change your culture, make sure the new culture will produce the results you desire.
For more information on applying the Culture of Accountability process or Change the Culture, Change the Game in your organization, go to www.partnersinleadership.com. Learn how to change your organization’s culture in a way that will produce dramatic, long lasting results.