At its core, the role of a Change Agent in culture change is to help leaders solve problems. Big problems, small problems. It begins with steady efforts to facilitate change that accrue into a collective transformation—change that takes place over time. It is more like a journey than a race. And the more stakeholders who join this journey, the better.
We all know that culture has the capacity to drive and alter everything that happens in our teams and organizations.
Business results, services and products, relationships with clients and suppliers, the way people think, the stories they share, the way they go about their work and interact with one another; all this and much more is influenced by culture.
CEO Lou Solomon had a chronic habit of being tardy to meetings—until she received feedback from a client in a cordial but no-nonsense manner about how the image she was projecting could impede her success. She’s been early to meetings ever since and shared her experience in a 2016 HBR.org article, “Two-Thirds of Managers Are Uncomfortable Communicating with Employees.” Solomon says, “When offered with respect, honest feedback—even when critical—can have a major impact on your career and your personal life.”1
Most leaders have heard the expression, “You need to drive your culture or it will drive your business—for better or worse.” In reality, putting these words into action to achieve real cultural change with sustainable, measurable results is a long-term journey. The payoff is huge. With vision, focus, and investment in the right culture experts, diagnostics, and change processes, a Constructive culture can drive significant business performance.